4 Tips for Effective Orchestra Audition Management

The title of the post overlaid on a photo of a saxophone, a violin, and a flute leaning against a wooden wall.

By Rheena Suter*

No matter the size, location, or mission of your orchestra, auditions are critical for finding the best talent available to you. Not only do you gain an understanding of each prospective performer’s musical abilities, but they also get a taste of what it’ll be like to play in your orchestra, which will help them make an informed decision about joining.

However, there are a lot of moving parts to manage before, during, and after your orchestra auditions. The more prospective musicians on your schedule, the more important it is to ensure your audition days go smoothly and nothing falls through the cracks.

If you’re looking to optimize your orchestra’s audition process, you’ve come to the right place! This guide will walk through four top tips for audition management, including how to:

  1. Leverage Artist Recruitment Networks
  2. Use a Virtual or Hybrid Audition Model
  3. Create an Audition Day Logistics Checklist
  4. Cultivate a Mission-Focused Audition Environment

As you begin implementing these strategies, make sure you’re equipped with the right tools. A digital audition solution can help you coordinate application review, scheduling, adjudication, decision-making, and more so all of your operations take place in a centralized platform. That being said, let’s get started!

 

1. Leverage Artist Recruitment Networks

Your audition management work begins well before actual auditions do, and the first step is to find the right musicians to audition for your orchestra. Some of the best resources you can use as you go about this process are artist recruitment networks.

An artist recruitment network is an online directory in which performing artists can create profiles detailing their personal and professional backgrounds, areas of interest, and portfolios. Once a musician has completed their profile, they can search for audition opportunities that align with their experience level, needs, and wants. Organizations can also browse these profiles and directly reach out to performers they think would be a good fit for their openings.

Here are some ways to make the most of these platforms for your orchestra:

  • Advertise which recruitment networks you use so interested musicians can create profiles on them (if they don’t already have one) to streamline the process of connecting with you.
  • Personalize your network communications—develop templates for outreach messages, but leave spaces to include each individual performer’s name and other details from their profile to let them know you’re reaching out to them intentionally.
  • Apply filters when browsing artist profiles to identify prospective orchestra members based on their location, age, instrument(s), previous experience, and other relevant factors.

Recruitment networks can help your orchestra find strong audition candidates you might not have encountered otherwise and even strengthen your inclusion, diversity, equity, and accessibility (IDEA) commitment by ensuring you reach musicians of various backgrounds.

 

2. Use a Virtual or Hybrid Audition Model

In 2020, many performing arts organizations moved their auditions online due to the COVID-19 pandemic. Although a number of orchestras have since transitioned back to an in-person model, it’s advisable to keep a virtual option open. According to Acceptd, virtual auditions are more accessible for performing artists, both physically and financially.

As you conduct online auditions, use a virtual live (synchronous) model as much as possible. Although you might begin narrowing down your list with an asynchronous round of auditions, you should have at least one round in which you directly interact with the musician and see them perform live to make an informed decision.

To avoid confusion, provide clear instructions for accessing your online audition platform to all virtual auditionees. Additionally, consider including self-tape tips to improve performers’ video and audio quality. If your orchestra uses a hybrid audition model, ask musicians to indicate their preference for a virtual or in-person audition on their initial application and schedule their sessions accordingly.

 

3. Create an Audition Day Logistics Checklist

The day(s) on which you hold auditions can easily become hectic for your team. To make sure you have everything in order before auditions begin, ask yourself the following questions:

  • Has the audition schedule been finalized and published?
  • Are the correct jury members assigned to each audition, ensuring there is no overlap between concurrent sessions?
  • Have the evaluation forms been prepared and uploaded to your audition platform for easy access?
  • For virtual auditions, have you set up an online waiting room that features your orchestra’s branding and relevant information for musicians to browse while they wait?
  • For in-person auditions, are all of the physical audition spaces set up properly?
  • Have you decided on a decision deadline that you can communicate to performers so they know when to expect a response from your orchestra?

Use these questions to create a checklist so you can see what aspects of your audition day are ready to go and which tasks still need to be completed. Additionally, meet with your team first thing on the first day of a new audition cycle to answer any questions they might have before you invite performers into your physical or virtual audition space.

 

4. Cultivate a Mission-Focused Audition Environment

As mentioned previously, while the primary purpose of auditions is to find musicians whose talent will be a good fit for your openings, you should also give them a sense of what it will be like to be part of your orchestra. That way, everyone can make an informed decision—both your team in extending offers and performers in accepting them.

Throughout the entire audition process, emphasize your orchestra’s mission, vision, and values. Incorporate them into your recruitment network communications, the resources you put in your waiting rooms (both physical and digital), and your decision messages. 

After auditions end, ensure all of the evaluation forms have been properly filled out and saved to your audition platform so your team can easily review them. Once you’ve communicated your decisions by your stated deadline, take some time to evaluate your audition process. Take note of what went well and where you have room for improvement, and apply these critiques during your orchestra’s future audition cycles to help each one go more smoothly than the last.


*Rheena Suter is the Product Manager of Acceptd, a Togetherwork company that is the premier recruitment, application, and audition platform for the arts. In her free time, Rheena enjoys cooking for family & friends and listening to a variety of music – pop, smooth jazz, ‘80s classic, soul, R&B, and even alternative rock for hours!

4 Tips to Use a Digital Audition Platform for Your Orchestra

This photo of double-basses leaning on chairs in a performance space has the text “4 Tips to Use a Digital Audition Platform for Your Orchestra.”By Jerry Tsai*

If you’re an operations director or personnel manager of an orchestra, you know that the digital age has influenced your organization in many ways. In addition to changing the way you connect with audiences and opening up different opportunities for your musicians, the shift to more digital work has also shaped the way your orchestra can conduct auditions. 

Using a virtual live audition format as part of your orchestra’s auditions has a variety of benefits. Online auditions are more accessible, affordable, and flexible for musicians. Plus, they can improve your orchestra’s recruitment process by expanding your reach, while still providing the two-way communication advantage of the traditional audition experience at a much lower cost. 

However, all of this is only possible if you leverage the right software. To help you get started, here are four tips for making the most of a digital audition platform

  1. Find a Platform That Aligns With Your Needs 
  2. Thoroughly Train Your Committee Members to Use the Software 
  3. Create a Detailed Audition Schedule 
  4. Develop a Consistent Communication Cadence 

These strategies are helpful whether you host your auditions in person, online, or as a combination of the two. Also, picking the right software is important in order to help you streamline your recruitment, scheduling, and communication processes. Let’s begin! 

  1. Find a Platform That Aligns With Your Needs

To effectively leverage a digital audition platform, you first need to invest in the correct software for your orchestra. Make a list of all of the features you absolutely need, as well as the ones that aren’t essential but would be nice to have. 

Some features to consider looking for in your digital audition platform include:  

  • Customizable applications that allow you to obtain all of the information you need from each musician who auditions. 
  • Access for multiple reviewers so all of your committee members can input feedback at the same time. 
  • A user-friendly interface, especially for creating your audition schedule. 
  • Integrated rubrics which collect committee members’ feedback in real time.  
  • Robust messaging tools to make both internal and external communications more efficient. 

 Additionally, make sure that the platform you choose aligns with your orchestra’s budget and has integration options with the other software solutions you use regularly to ensure a seamless workflow. 

 

  1. Thoroughly Train Your Committee Members to Use the Software

Having the correct digital audition software for your orchestra will only be effective if your team knows how to use it. Teach each committee member how to

  • Quickly log into the platform 
  • Access and navigate application information and audition schedules 
  • Watch pre-recorded audition video submissions 
  • Fill out and save rubrics 

Make sure that the digital audition software you choose has an exceptional customer support track record in case any of your team members need help completing these activities. The digital audition platform’s customer support team should guide you through the process of launching your software and provide feedback grounded in extensive experience of working with arts organizations like yours. 

  1. Create a Detailed Audition Schedule

One of the biggest challenges with hosting orchestra auditions is scheduling, especially when you’re working in a virtual or hybrid format. That’s why it’s especially important to leverage your digital audition platform’s scheduling features to their fullest potential.  

According to Acceptd, one of the most essential audition scheduler features you should look for is the ability to seamlessly use it in conjunction with other essential audition tools. Once you approve a musician’s application, you should be able to move them straight to the audition schedule. Through the schedule, committee members should have direct access to the video chat link for a virtual live audition and the corresponding rubric as well. 

On the applicant side, each musician should be able to view the audition schedule and have access to their video chat link in advance so they know when and where to join the audition. If they can’t make the audition time you set for them, make sure they can easily let you know (but not change the schedule without your knowledge) so you can reschedule them. 

  1. Develop a Consistent Communication Cadence

As stated previously, regular communication is a critical part of hosting orchestra auditions. This is true both within your organization to ensure your entire team is on the same page and externally to keep auditioning musicians in the loop about where they are in the process.
 

In addition to sharing a clear schedule and video chat links with everyone involved, utilize your digital audition platform’s automated communication tools to: 

  • Promote your orchestra’s audition opportunities to potential candidates. 
  • Notify applicants when their submissions have been received and reviewed. 
  • Let committee members know if they have outstanding musicians to review. 
  • Tell musicians when to expect a decision and what that decision is when your team has come to it.
     

It’s also important for both parties to be able to send ad hoc messages through your software, whether the content of each message is related to the audition process itself or is simply about a technical question that needs to be addressed. Effective communication creates a more positive audition experience for musicians and committee members alike by promoting transparency and ensuring everyone has the latest information about your auditions. 


The performing arts world is constantly evolving, and your orchestra needs to grow and change along with it. Taking your audition management process—if not your auditions themselves as well—into the digital space will help you do just that. And by using a platform that is tailored to the needs of orchestras and similar performing arts organizations, you’ll maximize your ability to streamline your process. 

 

*Jerry Tsai is the President of Acceptd, a Togetherwork company that is the premier recruitment, application, and audition platform for the arts. He is passionate about serving the arts community and loves that art is a way to wind down and enjoy all that life has to offer.

10 Insights: What do Performing Arts Audiences Want Now?

On June 22nd, Orchestras Canada, in partnership with CAPACOA and the Association for Opera in Canada, presented a free webinar on the latest trends and research on ticket-buying behavior of performing arts patrons. Eric Nelson from TRG Arts presented research on the recovery of the performing arts post pandemic, and Zander Kyba from AudienceView presented and analyzed ticket buyer research collected by their team.  

We’ve put together 10 insights we learned from their presentation that will help orchestras boost their bottom line, five from Eric & TRG Arts and five from Zander & AudienceView.  

 

10 Insights: What do Performing Arts Audiences Want Now?  

 

Insights from Eric and TRG Arts 

1.We need to compete with the couch

Eric shared that in order to compete with the comfort of home, organizations should lean into the intrinsic value of gathering together and the elevated experience. Audiences are looking for experiences that are immersive, gamified, diverse and/or with technology everywhere 

2. Donations are decreasing 

When we compare quarter 4 of 2022 and quarter 1 of 2023 to the same quarters in 2019, some very interesting insights into revenue recovery post pandemic are revealed. To begin with, we can see that revenue is down 5%, but units are only down 17%. This indicates that, while attendance is down to events, those who do attend are spending more than they did pre-pandemic. Donation revenue tells a different story. Donations are down 38% in revenue and 24% in units, meaning that there are fewer people donating and those who do are donating less than before. To address this, Eric recommends speaking to donors and investigating what is holding them back from donating at the same level as before. Later we will explore other strategies to bring back donors.  

3. Take a closer look at patron loyalty

What is RFMG? TRG Arts offers this anagram to analyze the commitment and loyalty of patrons:  

  • Recency: Are they engaging in some way every year? 
  • Frequency: Do they engage frequently during the same season? 
  • Monetary: How does their financial investment compare? 
  • Growth: Can we count on their investment/activity to be consistent (or grow) every season? 

These are the metrics we should be assessing when looking at loyalty programs and targeted marketing. 

4. New Customers are coming, but they aren’t staying!

TRG Arts divides patrons into segments that cover the wide spectrum of loyalty within an organization’s database. They describe 3 levels of engagement and further segments them below; acquisition, current customer, and re-engaged: 

Acquisition 

  • New Customer: Had not transacted previously. 

Current Customer 

  • Once before: Transacted once before within the past 18 months. 
  • Convertee: Transacted twice before and at least once within the past 18 months. 
  • Active: Transacted 3-9 times in their history and at least once in the past 18 months  
  • Super Active: Transacted 10+ times in their history and at least once in the past 18 months  

Re-Engaged  

  • Stale: last attendance, prior to the most recent purchase, was 18-36 months ago  
  • Lapsed: last attendance, prior to the most recent purchase, was 3 years or more ago

From these segments, TRG Arts has collected data that shows significant participation from New Customers but that loses momentum from Once Before and Convertee patrons. This tells us that the churn rate of consumers is higher than ever before and that organizations need to be taking extra measures to drive retention from new patrons.  

5. Gen X and Millennials are participating more! 

Finally, Eric presented data divided by generations and taken exclusively from orchestras within the dataset. TRG Arts found that Gen X and Millennial participation has grown post pandemic while older generation participation has declined. Yet, Baby Boomers are still the largest donors within the data set. Millennial contributions have grown but Gen X has remained stagnant. Eric pointed out that Gen X patrons should be nearing the peak of their earning potential and thus should be larger philanthropists. He recommends organizations reach out to this demographic and make a targeted effort to engage them.  

 

Insights from Zander and AudienceView 

6. 41% of patrons are attending fewer events than they did pre-pandemic 

Zander began his section of the webinar by revealing that, according to AudienceView’s data, most patrons are attending the same or more performances than they did pre-pandemic. Yet, there remains 41% of patrons who are attending fewer events than they did in 2019. So how do we get these folks back?  

AudienceView’s data revealed that 63% of patrons said that ticket sales and discounts would compel them to attend more events followed by new shows and content being brought to the venue. The 3rd most popular option was subscriptions and packages with flexibility and value.  

7. Patrons are looking for elevated experiences 

AudienceViews data also revealed that audiences are looking for full and elevated experiences when they attend events, with 4 of 5 reporting that they prefer to pair event attendance with another experience. Patrons are looking to make a full afternoon or evening of their event experience by pairing a meal or drink with their experience. Zander suggests that organizations appeal to this by partnering with food and drink venues to offer packages or reservations along with ticket purchases.

8. Box office and phone purchasing are on the rise 

AudienceView reports that while most patrons this year continue to prefer to buy tickets online, 20% of patrons reported that they preferred to make purchases using the box office in person or via phone call. This is of interest as last year’s data showed that only 13% of patrons preferred in person or phone call purchases, showing a significant increase.  

Additionally, Zander pointed out that when asked why they abandoned purchases, 39% of patrons reported that they found that added online fees were unexpected and too high. For this reason, he suggested that organizations should notify patrons from the beginning of the purchase journey that these fees exist or working them into ticket prices, so they seem less shocking to consumers.  

9. Make donation opportunities available along the patron journey  

AudienceView’s data suggests that patrons are welcome to donate during multiple stages of their purchase journey. Patrons reported a smattering of responses when asked. The top two answers were online separate from the ticket buying process, and in person at the event separate from the ticket buying process. This is followed by online during the ticket buying process. What this suggests is that organizations should be providing opportunities to donate in multiple locations across the patron journey to address all preferences. 

10. Patrons want exclusivity in exchange for their donations 

So, how do we persuade patrons to donate when we ask them? AudienceView’s data suggests a few strategies, most of which provide a sense of exclusivity. Top examples include early access to purchase event tickets, tax deductions and access to exclusive donor only events. The data also shows that patrons are most likely to donate to public fundraisers hosted by venues and associations that share specific goals. People want to know where their money is going, so Zander recommends making that clear in fundraising communications. 

 

We would like to offer a final thank you to Eric and Zander for sharing their insight and expertise on this topic! Additionally, thank you to our co-presenters CAPACOA and the Association for Opera in Canada. If you would like to learn more about what Eric and Zander shared or review the recording and slide deck from their presentations, check out https://oc.ca/resource/performing-arts-recovery/.  

Lessons learned: Live Multi-Camera Directing in Classical Music – Part II

By Boran Zaza, Director of Communications & Development at Orchestras Canada and content creator for classical musicians.

If you haven’t read Part I of this blog post series, I recommend you do so before proceeding! 

One of the most important lessons I learned from attending the Live Multi-Camera Directing in Classical Music workshop in Sweden last April, was that preparation is the most important part of the process. The better you know your score, orchestra, conductor, concert hall, camera setup and production team, the better you’ll be set for successful live coverage of the concert. Of course, it was impossible for us, the 16 participants from around the world, to plan all that without ever having been to Gothenburg or its famous concert hall. Thus, we took our preparation process virtual, on the world wide web!  

Preparing for Live Multi-Camera Directing  

Before landing in Gothenburg, Sweden, we attended an online workshop on how to prepare for Live Multi-Camera Directing in classical music. Each participant was assigned a piece of music to direct live in Gothenburg – either during the dress rehearsal, or during a concert of the Gothenburg Symphony Orchestra. I was assigned “Sur le même accord” by Henri Dutilleux: A beautiful work for solo Violin and Orchestra, which I later got to direct live, with the fabulous Barbara Hannigan conducting, and John Storgårds on the violin.  

Along with the piece assignment, we were given a camera layout sketch, showing us where the 9 cameras to which we would have access would be placed on the day of the concert.  

Camera layouts example

The Magic of Presets 

So, now we knew what piece of music we’d be directing, we knew where the cameras would be placed — but an essential piece of information was yet to come: The presets for each camera. As a director, you’d normally have to plan these yourself. But since we were 16 directors with no prior access to the concert hall and the cameras, those presets were done for us in advance by the IMZ Academy team. 

So what’s a preset anyway? In modern-day multi-camera directing, a camera operator on stage is no longer needed: they can control the camera from afar. As a director, you can plan all the shots and closeups in advance so your camera operators can access them with the click of a button (rather than manually trying to move the camera to the right position and zoom in manually)! Want a close-up on the 2nd row of the 1st violins? Camera 3 Preset 6! A timpani solo is about to start? Camera 1 preset 30!  

Often cameras can have many presets. At the concert hall in Sweden, each one of the 9 cameras had anywhere between 25 and 50 presets.  

Me (left) with 3 camera operators. We see the initial presets of the 9 cameras on the screen.

Scripting the Score  

With the score, camera angles and a description of each preset, we had all the information needed to start scripting the score that we were going to direct! Our approach differed from the conventional, where one might have a score reader calling which instrument has a solo coming up and direct in a “go with the flow” manner. Scripting the score meant that as a director, I had to listen to the work many times and then make informed (and artistic!) decisions on which camera, and which preset should be used in which measure — all while being aware of the impact my choice of shots would have on the listeners. As a beginner, It took me around 18 hours of work to script my score for a work that was 10 minutes long. A professional director would script 10-15 minutes of orchestral scores per day.  

Example of my scripted score

 

Score Scripting Tips and Tricks 

I learned some of these tips the easy way, and some the hard way… Here they are:  

1- Make sure your marking is clear, and write a description of the shot 

Use a pencil and a ruler to mark your score, or use your iPad if you are at ease with it! Always write a description of the shot you are supposed to see, so that you know you have the right thing on the screen on the day of the concert.  

2- Pace your script to have enough time between different shots; Even switching presets takes time 

I learned this tip the hard way: I approached the score from a video editor’s point of view, and as someone who usually edits videos after the fact, I wrote a script that had too many camera angles and switched between too many presets too quickly, especially toward the end of the piece where the tension was rising (and to me, that had to translate into more camera angles). It led to us having to drop quite a few shots during the live event… we almost all had a meltdown trying to catch up with the script! Yikes! Live and learn. 

3- Don’t default to a wide shot when there’s a lot going on in the orchestra 

Oftentimes, the most interesting and intense shots come from capturing the little details in the orchestra. So even if you see in the score that everyone is playing and it’s fortissimo, don’t just go for a far shot — rather, find an interesting detail from an expressive musician in the orchestra.  

4- A “Conductor Sandwich” is always a safe bet 

This is especially true if you have a particularly charismatic conductor (and I had THE Barbara Hannigan). You can always get away with having a stable shot of the conductor, switching to something else, coming back to the conductor, switching, coming back to the conductor… you get the idea! 

5- Don’t spend too much time on a big close up 

Imagine someone standing very close to your face and talking to you, for 2 minutes! That’s a lot of time for someone to be that close to you. Same concept with multi-camera directing! Don’t stay too long on a close-up without starting to zoom out! I remember I had a close-up on the violinist for very long during a slow section of Sur le même accord, and that felt… uncomfortable to those watching!  

6- Percussion is always a good idea! 

You can never get too many shots of the percussionists, and they really liven up the video! Don’t hesitate to script more shots of them (and make sure you are getting the RIGHT percussion instrument in the shot!).  

 

Stay tuned for the next blog post, in which I will reflect on the experience of live multi-camera directing of an Orchestra performance, and talk about what our friends from the Saskatoon Symphony Orchestra (who travelled all the way to Sweden with me) have been up to!  

I documented the whole trip on Instagram stories as well! You can check them out here

We acknowledge the support of the Canada Council for the Arts. 

Canada council for the arts logo

Lessons learned: Live Multi-Camera Directing in Classical Music – Part I

By Boran Zaza, Director of Communications & Development at Orchestras Canada and content creator for classical musicians.

The Setting

In April 2022, thanks to generous funding from the Canada Council for the Arts through the Supporting Artistic Practice program, I had the unique opportunity of attending a workshop that was the first of its kind in the world: Live Multi-Camera Directing in Classical Music, focused on Orchestras. The workshop was organized by the IMZ Academy and hosted by the Gothenburg Symphony Orchestra in their beautiful Konserthuset (concert hall) in Sweden.

I was in a convention last year with other classical music directors. I looked at my peers, and realized we all had white hair!”, reflected Peter Maniura, Director of the IMZ Academy, and an award-winning TV producer and director. “We had to do something about it, we had to train a new generation of multi-camera directors who know classical music.” This is how the idea of this workshop came to be!

Photo of the IMZ Academy Brochure, along with Boran's badge showing her name and title.

The Participants

16 participants from around the globe came together in the beautiful city of Gothenburg, Sweden from April 26-28 to attend this workshop. Canada was well-represented: I was there, along with 2 colleagues from the Saskatoon Symphony Orchestra! More on that later. Other participants came from the BBC Philharmonic, Latvian Television, the Lithuanian National Television, the Swedish Television as well as music learning institutions that record and/or stream their concerts such as the Royal Conservatoire of The Hague and Bruckner University among others.

A photo of a smiling group of people, showing all the participants at the IMZ academy.
(c) Francis Löfvenholm

Gothenburg and Digital Concerts

Why Gothenburg? The city is significant as it is home to Sweden’s national symphony orchestra, which has been creating digital concerts for over a decade and owns state-of-the-art equipment for audio and video! It all started back when the renowned Gustavo Dudamel was the GSO’s Principal Conductor: when he led his farewell concert in 2012, many of the patrons couldn’t get a ticket as the concert was sold-out. This is how the idea to digitize the orchestra’s concerts came. “Taxpayers support our orchestra. Not all of them live in Gothenburg, and many live in remote places and can’t access our concerts. We had to find a way to make our music accessible to them.” said Sten Cranner, General Manager & Artistic Director of GSO.

A photo of the inside of a concert hall, showing the stage and audience seats
Inside the GSO’s Konserthuset

The Gear

To provide the best possible coverage and digital concert experience for their patrons attending from outside the concert hall, the GSO uses ten Panasonic AW-UE150 4K PTZ (pan-tilt-zoom) cameras, another AK-UB300 4K box camera, two sliders and two Polecam Autopods, which give vertical and lateral movements within shots. Two camera operators control all these cameras remotely, so there are no camera operators physically on stage. This is fantastic for classical music as having a camera operator moving on stage can be disturbing for both the musicians and the audience. The director, score reader, sound engineer and camera operators all work together in the control room, from which the concert is both streamed live and recorded simultaneously, allowing for editing for the final version that lives on the website and mobile app, GSOplay. Those digital concerts are regularly followed by over 150,000 monthly listeners (and those numbers skyrocketed during the pandemic). Check this video to learn more:

A photo of a PTZ (pan, tilt, zoom) camera
One of the GSO’s PTZ (pan, tilt, zoom) cameras

Stay tuned for upcoming blog posts, where I share the process of preparing for the workshop, as well as my top learnings and tips for a successful live multi-camera broadcast of a classical concert! 

I documented the whole trip on Instagram stories as well! You can check them out here

We acknowledge the support of the Canada Council for the Arts. 

Canada council for the arts logo

Four questions to ask before starting any digital project

Blog post by Nick Walshe, Orchestras Canada

Last month, I attended the Canadian Opera Company’s (COC) second Digital Stage Symposium. The Digital Stage is a collaborative project between the COC, the National Ballet of Canada, and Sheridan College’s Screen Industries Research and Training Centre, and is supported by the Canada Council for the Arts. It is designed to explore and embrace new technology in the arts, equipping arts organizations with what they need to thrive in a constantly changing digital landscape. From apps designed to help audience members engage with the works presented at a concert (last year we wrote about the Winnipeg Symphony’s adventures with an audience engagement app), to ‘smart’ wearable items designed to help performers and artists monitor their bodies, the Symposium presented a wide range of cutting-edge digital technology. More information on these technologies and others can be found in their initial Digital Horizon Scan.

Download the Horizon Scan here.

Unsurprisingly, there was no single technology that stood out as a game-changer for orchestras. The question of how we engage with our audience digitally or live is complex, and only complicated further by the wide range of sizes of Canadian orchestras and the diversity of the communities they serve. I came away from the day with more questions than answers and felt that rather than providing a list of new technology to explore, it could be more useful to share a list of questions I kept coming back to when looking at how orchestras might engage more deeply with digital technology. This non-exhaustive list of four questions is designed to spark discussion and thought before starting any digital project.

What problem are you trying to solve by undertaking this project?

As they say, “every solution has a problem”. It’s important to look at what problems we’re trying to solve with technology, and what other solutions may exist to the same problem. Our audiences can feel when the use of tech becomes ‘gimmicky’. Considering how stretched resources are at arts organizations, it’s important that our investment in technology aligns with our organization’s goals. Are we trying to educate the audience? Increase audience numbers? Deepen their engagement by livestreaming or creating ways for them to participate digitally?

Has it been done before, and did it work?

While Canadian orchestras operate in diverse communities with different tastes, strengths and demographics, there’s no need to reinvent the wheel with every digital project. It’s worth exploring who is using the new technology being considered and seeing what they learned from implementing it. These examples may not come from the orchestra world; we have much to learn from other art forms’ use of digital technology, from dance to theatre to visual arts.

What does this do to the live product?

Or perhaps, what IS the live product? Every exploration into the digital realm has the potential to make us more aware of the live product we present. We often talk about the live experience as one of the most important aspects of what we do as orchestras. Can we bring this experience to more people? Do the forms of digital technology we plan to use enhance or detract from the experience of our live audience? In a digitally connected world, it’s important that we acknowledge online forms of engagement for people that are unable to get to the concert hall for a variety of reasons.

What resources are we lacking in order to get there?

With many arts organizations running at (and pushing) the limit of which they are capable, it’s important to have a plan to bridge any knowledge or resources gaps. Issues of time, money and the knowledge of people within the organization are critical. Is an outside consultant needed, and how much of their time can we afford? Are there additional funding streams we can apply to for this project?

These questions are designed as a starting point for discussion before embarking on a digital project; there will no doubt be other important conversations to be had. We’re excited at the possibilities that new technology will bring to the orchestral sector and the arts world, but acknowledge that this is fast-moving and requires a smart investment of time and resources from decision-makers at our orchestras.

The Canadian Opera Company’s Digital Stage project is ongoing and scheduled for completion in June 2020. Learn more at https://coc.ca/digitalstage.

The Winnipeg Symphony Orchestra goes Digital

Daniel Raiskin and the Winnipeg Symphony Orchestra

Orchestras are always looking for ways to broaden their audience and engage more deeply with them. Many orchestras cite an aging audience and the move away from specialized music education in schools as reasons for a slow but steady decline in audience sizes. In recent years, however, there has also been a trend for orchestras to want to make up for this gap in specialized music education and to appeal to a younger new audience, while fostering a deeper engagement with their current patrons.  This is done in a variety of ways from pre-concert talks to ‘Symphony 101’ type guides. In the Winnipeg Symphony Orchestra’s case? They went digital.

To elaborate, the WSO is making use of a companion app called EnCue at three of their concerts this year, with the intention of integrating this app into more concerts in coming seasons. EnCue is a free-to-download app that sends users live, real-time program notes, images and stories during the performance. The EnCue website lists the app at $350 USD per concert, with potential discounts for multiple concerts. The WSO launched the app at their October 18th (B)eyond Classics series concert, for the performance of Sergei Rachmaninov’s Symphonic Dances. Though app-users weren’t separated from the rest of the audience, the screen is dark lit and the hall lights are brought up to avoid disturbing other patrons. This is the first example of something like this being done in Canada, though several orchestras in Europe and the United States have integrated similar technology into their concert programs. Advertising for the concert mentioned EnCue as a point of interest for prospective patrons.

RBC Resident Conductor Naomi Woo during the concert. Photo: Ruth Bonneville, Winnipeg Free Press

For Jean-François Phaneuf, VP Artistic Operations at the WSO, the benefits of the app are twofold. “We’re excited about using this app to appeal to new audiences and increase the level of engagement with current and prospective patrons. We saw some audience members who were deeply moved by the experience. You get to read about Rachmaninov’s thoughts when writing his work and Music Director Daniel Raiskin’s personal connection to a special passage while hearing it all unfold on stage in front of you.” Over the course of two months, Jean-François Phaneuf, James Manishen, Artistic Associate and RBC Assistant Conductor Naomi Woo worked hard to prepare the necessary materials. They tested their content among musically-educated and non-musically-educated WSO staff, and found that short slides (5 seconds to read) and images helped to keep people listening actively. The learning curve for programming the app was steep, but with satisfying results; basic concepts were explained for those unfamiliar to orchestral music, and more complex ‘tidbits’ of information were provided for experts. During the concert, Naomi Woo was backstage with the score, synchronizing the slides with the music for the approximately 200 patrons that downloaded the app. The response from app users was generally positive. By and large, patrons were excited to try something new. Some concertgoers expressed resistance to changes to the concert experience they know and love, but many felt a greater understanding of, and deeper connection with the music through the new information they were given.

There is no intention from the WSO to use EnCue at all of their concerts. It is planned only three times this season for one piece per program. WSO audiences will next see EnCue at the closing concert of the New Music Festival in January, for Michael Daugherty’s Metropolis Symphony and during Shostakovich’s Symphony No. 6 in March. There are plans to integrate EnCue into the second half of every concert for their (B)eyond Classics concert series in 2020-21. With a tech help desk in the lobby at the October 18th concert, most technical challenges were avoided. More studious patrons also requested receiving the slides in advance to ‘study up’ for the concert. Both the WSO and Orchestras Canada are excited about the opportunities presented by giving a wider audience more ways to open the door and access orchestral music in a way that enhances what is presented on stage.

Learn more about the question of digital technology in the orchestral industry by reading our interview with The Space’s Fiona Morris on building a digital organization.

Building a Digital Organization

The word Digital invokes a wide spectrum of reactions from arts administrators, from screams of delight to… just screams. Whether capital ‘D’ digital is something that is embedded into your organization’s DNA, or just something that you think the staff millennial does, orchestras are engaging with their audiences on digital platforms in ways that are new, exciting, and scary. In preparation for our National Conference, taking place this June, we sat down (digitally, naturally) with Fiona Morris of The Space to discuss the opportunities and pitfalls of  embracing digital technologies in the arts.

Fiona is the Chief Executive and Creative Director with The Space, a UK-based commissioning and development organization that works with artists to create new projects in the arts, and supports other arts organizations in their digital strategy work through mentoring, training and consultancy. Along with her colleague John White, Fiona will be running a pre-conference workshop on building a sound digital strategy.

So why Digital and why right now?

Photo: People discussing around laptopsAlthough conversations about integrating digital technologies into our arts organizations are nothing new, the way we speak about it needs to change. “The term Digital is one of those zeitgeist-y terms,” Fiona says. “It’s a disastrous term that makes people feel inadequate. It’s okay not to know what that word means, because it doesn’t really mean anything.” We tend to use the term as a catch-all for being active online, but don’t always know what this looks like. Orchestras want to be digitally active, but it’s not as simple as just livestreaming everything we do. We need to strategically choose what we present online in order to get the most impact from our limited time and money.

Digital isn’t something that we need to ‘do more of’. Fiona explains this term as “a way of connecting and communicating with audiences that is utterly revolutionary.” The increasing number of digital tools available to arts organizations and their audiences is game-changing, and means that our audiences can be thousands of miles away, or as close as our front door; an exciting and unsettling combination of the hyper-local and the global.

Opportunities and Challenges

As we know here at Orchestras Canada, arts organizations have concerns about how to properly start using digital technologies with limited time and money to put into them (check out the results from this survey we ran last fall on digital strategy at our member orchestras).

This is a great time for cultural organizations. We can engage with our audience in ways we never have before. “For cultural and creative organizations, the opportunity to talk to audiences in detail, and get immediate feedback from them is extraordinary,” Fiona says. Interestingly, it’s a relationship where the audience has all the power. Our audiences consume an overwhelming amount of digital content every day, and they increasingly have the power to decide what they consume and what they ignore. We need to do be purposeful in why we’re asking our audience to engage with us digitally.

Often arts organizations turn to digital platforms (where they have little familiarity) to try and attract younger audiences (with whom they have little experience in communicating). Fiona encourages us to do one or the other of these things well first, before venturing into doubly unfamiliar territory. We need to be very clear and consistent in what our message is to our digital audience, who they are, and why they want to hear it.

Approaching and Integrating Digital

We asked Fiona for some examples of traits that show up in organizations that have successfully transformed their digital work. She mentioned that these organizations all have clarity in their messaging, and gave a series of questions that digitally literate organizations have strong answers to including:

  • Who is the audience?
  • Where is the audience?
  • What conversations are they having?
  • Why should they come to us? (i.e. What makes our orchestra’s podcast/livestream any different than anyone else’s?)

Fiona also emphasizes that a digital strategy needs to have roots in every aspect of your organization. “Most arts organizations are very siloed; the Marketing people don’t talk to the Creative people, who don’t talk to the Fundraising people. Digital means that everything is integrated and everything is moving towards one goal.”

Fiona and John from The Space will be leading a pre-conference workshop on how to integrate your strategic and business plans with a digital strategy. Visit the Conference area of our website for more information.

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.