Producing & Monetizing Digital Content

In this digital “new normal,” how can orchestras monetize online performances to offer innovative programming while recreating the exclusivity and intimacy our patrons value in our concert hall performances? On July 6th, OC welcomed Lana Leprich (Tafelmusik Baroque Orchestra), Neil Middleton (Vancouver Symphony Orchestra), and Tricia Baldwin (Isabel Bader Centre for the Performing Arts) to share their experiences, advice, and the future they see for monetizing online content.

An audio recording of this session can be found here.

Read on for a few key learnings from this session:

1. Collaborate!

Tricia emphasized the importance of collaboration to expand market access and ensure that artists are paid for their services, especially for smaller organizations and smaller population centres. Partnering with fellow arts organizations, festivals, ensembles, and more helps to pool resources for artist fees, in addition to combining audiences for greater impact.

You can also forge unlikely partnerships to incentivize ticket purchases – such as Tafelmusik’s partnership with a gelato company, offering a treat to enjoy with tickets to their digital events!

2. Where possible, create live or time-restricted events

Lana and Neil emphasized the importance of offering live or time-restricted events as part of selling an experience to potential ticket buyers. This can take the form of a true livestream performance, with musicians playing in real time. If the technical issues stress you out, though, you can pre-record performances to broadcast at a designated time (as Tafelmusik did for their Tafelmusik at Home series).

Tricia highlighted their success in engaging audiences, with the ability to ask questions and react in real time, either via social media tools or through a live Q&A with the performers.

3. Create for the medium, and take sound quality as seriously as your in-person performances

Tricia offered tips on creating high quality digital content that patrons will want to pay for: 1) High-fidelity sound, with particular attention to excellent source sound, 2) Varying camera angles throughout the performance to keep audiences captivated, and 3) Brighter lighting compared to live performances for better appearance on camera.

For their Bader and Overton Canadian Cello Competition, the Isabel Bader Centre provided a guide to performers for setting up high quality live recording technology in their homes. See the guide here.

4. Test, test, test! Prepare to handle technical difficulties

It is important to test your digital performance on the source and viewer side. Lana recommended testing on a variety of devices – smartphones, computers, tablets, smart TVs, etc – to ensure your content looks and sounds the way you want. All recommended having enough staff support at show time, monitoring and addressing any issues at their source, providing technical support to viewers if needed, and moderating chat and comments.

5. Your digital content may reach audiences beyond where you’d expect

Originally, the Vancouver Symphony predicted that the audience for their Digital Concert Hall would exist predominantly among their existing subscriber base. However, Neil and the VSO found that the audience demographics for their digital performances have gone far beyond typical expectations. He sees digital as an opportunity to reach audiences who would not otherwise travel into the city for a typical concert.

Similarly, Lana remarked that Tafelmusik’s post-concert surveys revealed that 35% of their Tafelmusik at Home patrons were new to Tafelmusik.

6. Different monetization models – Experiment!

There are many ways to approach monetization, and experimentation can help inform your efforts going forward. You may encourage a donation, require purchase of a ticket to access, or some combination of the two – e.g. a virtual “ticket” using a Pay-What-You-Choose model. Tafelmusik used the PWYC model to “test the waters” of digital content monetization – they found that, with options ranging from $5 to $20, the average donation per virtual concert ticket was a solid $13. They will use this data to inform future digital content monetization initiatives.

Going Digital – Online Fundraising Events

Orchestras of all sizes rely on in-person fundraising events to develop relationships with their donors, and to sustain the orchestra’s activities. But how do we approach fundraising now, when we must stay apart to stay safe? One option is to reimagine it – online.

OC was pleased to welcome leaders from three orchestras across the country, who shared their experiences with and advice for successful online fundraising amidst COVID-19. Jim Campbell (Calgary Philharmonic Orchestra), Chris Sharpe (Stratford Symphony Orchestra) and Jean R. Dupré and Céline Choiselat (Orchestre Métropolitain) discussed the approaches their orchestras took to moving their fundraising events online, how they managed to keep things personal with their donors, and the place they see online events holding in the future. Listen to the recording below, or read on for 4 key learnings from Jim, Chris, Jean and Céline:

An audio recording of this session can be found here.

1. Online fundraising is an opportunity to broaden your event’s reach

After moving their Cork and Canvas art auction online this spring, the Calgary Philharmonic Orchestra reached more bidders than ever before – double the number compared to their in-person auctions! Jim remarked that the auction was more accessible and inclusive in its online format for those outside its typical geographic and price range.

One of Stratford Symphony Orchestra’s existing online fundraising activities, the annual Phantom Ball, got more attention than ever this spring – even internationally. Chris remarked that as we stay home, people are especially keen for connection through the arts online. Thus, orchestras should “ride the wave” in our fundraising efforts, as Stratford Symphony plans to do while reimagining their upcoming annual Cows and Classics concert fundraiser as an online livestream.

2. Share an experience, make it special

Jean and Céline attributed the success of the Orchestre Métropolitain’s Gala Virtuel to the intimacy they were able to cultivate, even in a digital space. They capped the event at 50 guests and partnered with a renowned chef to deliver custom gift baskets right to attendees’ doorsteps, featuring champagne and hors d’œuvres to taste together (while apart) at the event. This translated the shared experience and exclusivity traditionally valued in an in-person gala to a virtual format.

3. The “Top 100 Strategy”

Jim recommended nurturing connections with your orchestra’s current top 100 donors (including government) first and foremost in tough times. Maintaining strong relationships with those who are already invested in your orchestra’s mission and success can help carry you through now, and in the future.

4. Focus on the music

Donors want more of what brings them to the orchestra in the first place – the music and the musicians! Jean and Céline noted that the highlight of Orchestre Métropolitain’s Gala Virtuel was the orchestra’s moving performance of Nimrod, an extract from Elgar’s Enigma Variations pre-recorded from their homes for the event. Jim highlighted Calgary Philharmonic’s individual videos to donors, wherein musicians recorded personalized thank you messages before performing a piece they had selected for the donor.

The Long Runway to Return

“Anchor institutions are enduring, place-based organizations that play a vital role in the social and economic success of their communities. Arts and culture organizations can take on the mantle of anchor institutions. Around the world, enduring enterprises including museums and performing arts centers, theater companies and community-based arts centers employ artists, engage companies, activate community, and pursue social justice issues through deep engagement while also driving important economic impact as well as secondary benefits through ancillary expenditures.” Steven Wolff, The Long Runway to Return.

As part of our Re-launch online learning series, we welcomed Steven Wolff of AMS Planning and Research to look forward and reimagine how orchestras can connect with people (artists, employees, board members, partners, audiences and communities), redesign programs and services, and reinvent business models. A recording of Steven’s presentation is available below, along with a panel discussion moderated by consultant and OC board member Simon Gamache. The panel discussion guests commented on Steven’s research and presentation as it pertains to their organizations, and to Canadian orchestras. Guests: Nicolas Ellis (Orchestre de l‘Agora, Orchestre Métropolitain), Robert Fraser (Organization of Canadian Symphony Musicians, Victoria Symphony), Tim Jennings (Shaw Festival), and Trudy Schroeder (Winnipeg Symphony Orchestra).

An audio recording of this session can be found here.

Steven’s article, along with his other work, can be found on the AMS Planning and Research website.

Audience Building While Our Doors Are Closed

Even though our concert halls are closed, staying on our patrons’ minds is critical as the sector positions itself for reopening. As part of Orchestras Canada’s Re-launch online learning series, we welcomed Bob Harlow to present on what strategic audience engagement might look like right now, and how orchestras might target their current efforts to specific audiences to strengthen their bonds with them. Bob’s presentation included case studies of three arts organizations that targeted segments of their audience, found out what was keeping those segments from attending their events, and developed content strategies to overcome the barriers.

Bob presented a framework for approaching this audience development work – as relevant now as it is in times of busy on-stage activity. The key points to this are outlined below.

An audio recording of this session can be found here.

1. Identify target audience(s) important to organization

Bob outlined the process of breaking your audience (or potential audience) into segments, and deciding on a specific group to target that is important to your strategic plan. This could be a totally new audience, or a current audience that you’d like to engage more deeply with. He emphasized the importance of linking this work with your strategic plan and artistic goals: without broad organizational buy-in and commitment, it will not be sustained. Bob gave examples of one organization that decided to engage more deeply with their recurring single-ticket buyers, and another that wanted to bring more teens and young adults to the ballet

2. Determine barriers to (deeper) engagement

What is stopping potential audiences from engaging with your organization in the way you’d like? Don’t assume: ask them! Is limited music education preventing people from engaging with your orchestra? Try to find out. Some of the organizations Bob spoke about were dealing with audience’s perceiving of opera and ballet as closed or stuffy art forms.

3. Research to learn more about audiences

Bob recommended getting to know this segment of your audience (or potential audience) as well as you can. He emphasized the need to act on facts, not hunches, by surveying the target group, bringing them together at focus groups, and having conversations with them. This stage is an important bridge between steps 2 and 4, which confirms or changes the barriers determined in step 2, and explores how these barriers might be dismantled in step 4.

4. Develop tactics to address barriers

After determining the barriers to engagement and discussing potential ways through these with the target audience, Bob encouraged developing a content strategy specific to the audience in question. He gave two examples: behind-the-scenes tours at Seattle Opera to achieve deeper engagement among keen audience members attending their performances of the Ring cycle; and videos that show what happens each day at Pacific Northwest Ballet to open up a traditionally closed society to teens and young adults.

This framework can be used in determining what kinds of digital content orchestras might offer their audiences while they cannot gather in person, and at what price point. With many patrons still hungry for content from the orchestras they know and love, approaching audience development activities through this framework will ensure that the engagement is lasting, and that the activities are mission-driven.

Further Reading

Emergency Wage Subsidy Consultation Submission

We encourage you to download the PDF of this brief and to share it with your MP.

A template for a cover letter email is also available for your use here:

Summary

Orchestras Canada/Orchestres Canada is pleased to participate in this consultation. We represent the perspectives of 130 Canadian orchestras in every province, a group with which we’ve been in constant dialogue since the pandemic was declared in mid-March.

Canadian orchestras are grateful for the many measures introduced by the Government of Canada to help Canadians, Canadian businesses, and Canadian organizations to stabilize their operations and maintain jobs through a critical period.

Given that different parts of the economy will open at different times, and that performing arts organizations (including orchestras) are projecting to be among the last to re-open, we respectfully recommend that the Government of Canada:

  1. Extend the Canada Emergency Wage Subsidy for the live arts sector as long as government- mandated restrictions on gatherings of over 2,500 people are in effect, plus the three-month period following reopening. This will enable a confident return to public
  2. Expand the Canada Emergency Wage Subsidy by ensuring that engagers of artists and workers covered by a collective bargaining agreement are eligible for the wage subsidy, whether the artists and workers are employees or independent contractors;
  3. Expand the Canada Emergency Wage Subsidy by permitting organizations with seasonal fluctuations in monthly receipts either to defer accessing the wage subsidy to the periods when it is most needed, according to their own needs; or to qualify for the program during slower periods on the basis that they have qualified in previous periods, and are retaining employees through historically low-revenue
  4. Extend and/or modify the Canada Emergency Response Benefit for as long as necessary to assist independent workers in sectors that will be slow to re-open (such as live performing arts), while addressing program design issues that may disincentivize entrepreneurial

Who we are

Orchestras Canada/Orchestres Canada (OC) is the national association for Canadian orchestras. Established in 1971 as the Association of Canadian Orchestras, OC represents 130 member orchestras. They range from volunteer-driven community groups, to youth and training orchestras, to regional and major professional orchestras. Most are organized as registered charities, and all are not for profit organizations. In 2018-19, they performed for over 2.8 million Canadians, and generated $220 million in revenue. Orchestras invest significantly in people: artists and arts workers: approximately 75% of their annual spending in 2018-19 was on fees and salaries.

The current climate

The pandemic has presented orchestras with significant operating challenges, as well as challenges of purpose. The operating challenges are straightforward: orchestras generate (on average) 35.8% of their annual revenue from ticket sales for live events, and another 40.2% from charitable giving, event sponsorship, and special event fundraising. 24% comes from government, at various levels. Without the ability to host live events and deliver on their missions, orchestras are at risk of losing access to up to 76% of their annual revenues.

The challenges to orchestras’ purpose are equally stark: orchestras exist to convene groups to make music together, and then share it with larger groups (often in close quarters, in enclosed spaces).

Without outlets for live performance, Canadian orchestras have been swift to innovate, creating or adapting online content designed to reach existing and new audiences. Orchestras have been able to pivot because they’ve been able to continue paying artists and workers to produce, format, and share content online. It’s been exciting to witness, and a tribute not only to our orchestras’ creativity and commitment to community, but also to the role that enlightened government support has played.

Canadian orchestras are grateful to the Government of Canada for its swift responses to the COVID-19 pandemic, including such economy-wide measures as the Canada Emergency Wage Subsidy, the Canada Emergency Response Benefit, and the Canada Emergency Business Account, as well as the specific measures covered by a special allocation of $500 million for arts, sport, and cultural industries.

Recommendations

With the scheduled end date for both CEWS and CERB in sight, Orchestras Canada acknowledges the urgency of the current consultation, and offers the following recommendations.

1. We call on the Government of Canada to extend availability of the Canada Emergency Wage Subsidy for sectors that will be slow to re-open fully

 In the case of the live arts sector, we respectfully recommend the extension of CEWS as long as government-mandated restrictions on gatherings of over 2,500 people are in effect, plus the three- month period following reopening. The economics of orchestral performance require audiences of significant size, too; we know that it may take time for audiences to return to full participation given the unavoidable break in cultural consumption while lockdown measures have been in effect.

 2. We call on the Government of Canada to expand access to the Canada Emergency Wage Subsidy for qualified organizations and businesses by ensuring that engagers of artists and workers covered by any collective bargaining agreement are eligible for the wage subsidy, whether the artists and workers are employees or independent contractors

Some orchestras treat their musicians as employees, while others treat them as independent contractors. Orchestras that treat their regularly-contracted musicians as employees have been eligible to apply for CEWS to help cover a percentage of their wages. Orchestras that treat their musicians as independent contractors have not been eligible. This latter group of orchestras has been actively balancing between the imperative to “keep the band together” to preserve the artistic integrity and community knowledge of ensembles built over many years, and the need to preserve resources for re-opening, whenever that may be.

Regardless of their structure, Canadian professional orchestras voluntarily recognize their local offices of the Canadian Federation of Musicians as the bargaining agents for collective bargaining agreements or master agreements for their contracted musicians. These agreements stipulate wages and working conditions for musicians, and represent sustained commitment by orchestra organizations and the musicians themselves to respectful professional compensation and working conditions for their artistic, educational, and community work. They are detailed and often multi-year agreements; and each one reflects the needs, interests, history, and capacities of the community, its orchestra, and its musicians.

By adapting CEWS to equally address employers and engagers with collective or master agreements, the Government of Canada will help preserve jobs in the short term, reduce midterm hardship, and ensure the strength of the arts sector over the longer term.

3. We call on the Government of Canada to expand access to the Canada Emergency Wage Subsidy for qualified organizations and businesses by permitting organizations with seasonal fluctuations in monthly receipts to either:
  • Defer accessing the wage subsidy to the periods when it is most needed, according to their own needs; or
  • Qualify for the program during slower periods on the basis that they have qualified in previous periods, and are retaining employees through historically low-revenue

Orchestras are seasonal businesses, typically presenting concerts between September and June each year. Summer months are a very low-revenue period for them, though administrative staff are hard at work preparing for the season ahead. With the extension of the CEWS to August 29, Canadian orchestras are concerned about their ability to demonstrate the required drop in revenue to sustain support from the program. We respectfully request either the opportunity to defer program participation for three months, or an adjustment to the eligibility criteria for the program for seasonal businesses like orchestras, to enable them to retain administrative staff for crucial planning and preparation work.

 4. Extend and/or modify the Canada Emergency Response Benefit for as long as necessary to assist independent workers in sectors that will be slow to re-open (such as live performing arts), while addressing program design issues that may disincentivize entrepreneurial work. 

The Canada Emergency Response Benefit has enabled many independent artists, arts workers and entrepreneurs to cover basic expenses and remain active in the economy during the pandemic. With timelines for re-opening still uncertain, there remains a need for income support for these workers. Accordingly, we call for an extension to income support for under-employed independent workers and employees.

Yet the CERB creates challenges for many entrepreneurial freelance musicians and arts workers. For instance, someone generating one dollar more than the $1,000 threshold in a four-week period would be ineligible, and forced to live below the poverty line. The current design of the program incentivizes workers to limit their remunerated work to stay below the threshold. This goes against sound social and economic policy.

What these measures accomplish

We keep the economy going

The proposed measures support the wider economy in a variety of ways:

  • An extension of the CEWS would ensure that creative workers can continue to tackle the major challenges the performing arts sector is facing and will
  • The expansion of the CEWS to allow for seasonal and sectoral considerations would help maintain sectoral expertise and ensure a speedy return as soon as it is safe to re-open.
  • Careful examination and adjustment of the interplay between CEWS and CERB would propel job creation and encourage artists to pursue all available work.
We keep creative people working

Instead of furloughing workers, most orchestras have utilized government supports to embrace innovation. Orchestral musicians and the Canadian Federation of Musicians have demonstrated unprecedented collaboration to adjust and relax contract terms to add flexibility around digital content capture and sharing.

Keeping artists working translates directly into innovation, as Canada’s creative class dreams up new approaches to fulfilling orchestras’ missions in this unprecedented landscape. They are evolving safe temporary alternatives and solutions to performing, including digital and virtual programming, and new ways of collaborating across geographical borders.

We sustain the potential for communities to celebrate and share together when the time is right.

There is nothing that Canadian orchestras want more right now than to perform – live – for the residents of their communities: to celebrate and to commemorate.

Measures taken by the Government of Canada have been instrumental in sustaining our sector through unprecedented times. We look forward to continued dialogue with you, on behalf of our orchestras.

Scenario Planning in the time of COVID-19

The COVID-19 crisis is affecting the arts and culture sector in an unprecedented way. Amidst an uncertain and seemingly ever-shifting environment, organizations must continue to respond to immediate challenges presented by the crisis while attempting to understand the potential implications of the crisis for next month, next season, and beyond. As part of our Re-launch online learning series, OC welcomed Susan Nelson and Bailey Hoar of TDC to outline how to develop scenarios that sit at the intersection of public health, audience demand, and programming; and to share how continued scenario planning can support organizations’ long-term recovery and repositioning.

This slide deck gives a framework that leaders of cultural organizations can follow as they map:

  • What’s possible during the current “emergency response” phase,
  • Options through a “slow and bumpy recovery”,
  • What rebuilding and repositioning could look like.

At each of these stages public health restrictions, audience demand and attitudes, and programming considerations need to be taken into account. To maintain flexibility and responsiveness in a fluid situation, Susan and Bailey recommend planning in rolling quarterly cycles as opposed to annual or multi-year plans.

A recording of this session is available here.

It’s challenging to add anything to the clear framework that Susan and Bailey have shared; still, two key points in their presentation bear emphasis:

Consider: your mission is more important than the traditional ways in which you have been delivering it. The main activities of our orchestras have always been bringing large groups of people together for live performance. But orchestras’ missions are potentially more profound than the tactics used to achieve them. If your mission commits you to delivering community service and community value, can you reimagine what that engagement might look like?  Rather than moulding existing activities to fit health restrictions, what would it look like if you exploded your orchestra’s seasons entirely? What might a season of smaller-scale community activities look like? How might you achieve mission-consistent results in a different way?

Plan for the worst, but be ready for the best. Susan and Bailey emphasized the importance of being agile in planning. They suggested starting with the worst case scenario and building plans up from there. As mentioned before, they suggest planning in rolling quarterly cycles, reassessing upcoming cycles as more information becomes available to you.

We welcome your responses to this framework – and we’re very grateful to Susan Nelson and Bailey Hoar for sharing their expertise with us.

Orchestras in a Post-COVID-19 World

On May 25th, as part of our Re-launch online learning series, Orchestras Canada welcomed economist and futurist Linda Nazareth to reflect on the impact of COVID-19 on orchestras: now, in the mid-term, and into the future. In an idea-packed 45-minute talk, Linda gave a quick overview of social issues and economic factors that are currently affecting orchestras, and explored the evolution of the orchestra as a ‘workplace’. We encourage you to listen to the recording with the accompanying slide deck.

A recording of this event is available here.

As well, we’d like to share five of our favourite learnings from Linda’s session to share with you.

1. This Pandemic Has Three Stages: you need a plan (or plans) for each

Linda spoke about the three key stages of the pandemic and how each of them will affect orchestras. The first (and current, as we write this) stage is the shutdown. While this phase is about staying visible and close to your audience, it’s also important to think about the monetization of content, so you can sustain the quantity and quality of your output.  The second stage will be the transition towards some resuming of activities. With people economically hard-hit by the pandemic, orchestras will need to pivot their activities, and craft a plan that will work in an economy where many are living with reduced means. Stage three is the post-vaccine future. This stage will not, in Linda’s view, be a “return to normal”. Success in stage three will require a thoroughly examination and renovation of existing business models and a genuine commitment to bringing value to the communities we serve.

2.It’s never too late

Linda emphasized the importance of not forgetting core audiences. While orchestras’ traditionally older audiences have been financially hit by the pandemic, the effects are being felt more strongly by younger Canadians. Canada’s aging population represents an opportunity to expand our core audiences. It’s not too late to connect with older people who have not historically supported orchestras: they may be prepared to shift their entertainment spending from bands and festivals to theatre and classical music events as they age.

3. Our position in society is ever-changing

Orchestras should consider how emerging gaps in traditional leisure activities might create opportunities, then pivot our programming and promotion to respond. Linda gave the example of orchestras and other cultural activities as potential alternatives to international travel. Orchestras create memorable and transformative experiences, close to home: can we take advantage of this at a time when travel will get more difficult?

4. We’re providing something that can’t be automated

Workers (including musicians and other artists) who can communicate, who possess distinctive and engaging perspectives, and who are embedded in their communities, are doing work that can’t be easily replaced or automated.

5. Disruption was here before COVID—and it will continue beyond this outbreak

Orchestras’ fragile business models make us uniquely vulnerable to adverse external events. Linda suggested that we use this time to remind ourselves of our core missions, then build resilience into our organizations: investing in our people, communicating ever-better with internal and external stakeholders, and being ready to innovate before events disrupt an unsatisfactory status quo.

OC would like to thank Linda for her informative and thought-provoking presentation. See Linda’s other work at relentlesseconomics.com or by listening to her podcast, Work and the Future.

Learn more about the for future Re-launch sessions we have planned, and register for events coming up in the next two weeks here.

Health and Safety Considerations in Reopening

General Questions

What means are you using to communicate new safety protocols to your patrons, before they make the decision to attend, once they’ve decided, when they’re in your venue, and after they have left?

If “contract tracing” is required, do you have patrons’ permission (and a telephone number to use) to contact them after the event to let them know that they may have been in the same space as someone who tested positive for COVID-19?

Can you appoint a key member of your team as “mitigation coordinator” – responsible for overseeing and implementing all required public health measures, including training?

Can you ensure easy access to hand-washing and hand sanitizing stations, in the lobby and backstage?

Can you access sufficient quantities of gloves and masks for front of house and back-stage workers, as well as artists?  Will you provide training on their use and safe disposal?

Can you ensure temperature screening at points of entry to the venue, including front of house and backstage?

Do your human resources policies enable workers and artists that are not feeling well to take sick days?

Do your human resources policies respond to the needs of individuals who are at higher risk for COVID-19 infection: older people, people with pre-existing conditions, people who live in close contact with older people and people with pre-existing conditions?

Have you consulted with your local public health authority to confirm reporting mechanisms for individuals with COVID-19?

Does your venue have adequate cleaning protocols for all high-touch areas, immediately outside as well as inside the building?

Have you thought through physical distancing and safety protocols:

  • In your venue’s parking lot
  • Entering the venue (consider scheduled patron arrival times to avoid line-ups, particularly when there are temperature check stations at the entry)
  • At the box office and through touchless scanning of tickets
  • At coat check
  • Entering and exiting the concert hall (some experts recommend seating people by row numbers, as is done on airplanes)
  • In restroom lineups
  • In the concert hall:  what seating patterns will enable you to maintain a 2-metre space between patrons/family groups? Can your hall be re-configured, with shorter rows and more aisles to facilitate entry and exit?
  • At intermission (or do you consider shorter concerts with no intermission, to more easily manage spacing?)
  • For food and beverage service (line-up management, contactless payment process, electronic menus, plexiglass shields, waste disposal, etcetera)

Backstage

Can you enforce similar entry and exit protocols for backstage workers and artists as for audience members?

What other measures might you implement to maintain physical distancing backstage?

Can you enforce use of masks and gloves for backstage workers?

Can you ensure that production and musical equipment is sanitized when it arrives and/or before it is used?

Can you ensure regular sanitization of high touch equipment like microphone, mic stands, cables, music stands?

Artistic and musician topics

How many musicians can your facilities (hallways, green rooms, dressing rooms, washrooms, stage) safely accommodate, within physical distancing guidelines?

Can you program within these numbers?

Have you shaped your programming to accommodate potential quarantine requirements for artists, conductors and others traveling from outside Canada?

What arrangements will you make for safe distribution and collection of music?

If string players are no longer sharing music stands due to physical distancing requirements, are digital music stands an option?

As many regional orchestras depend on the same group of musicians, can you and your venues collectively commit to similarly high standards of care?

Management of Liability

Can you document your processes to ensure that you have good records if someone files a claim against you?

Are you clear on who holds the liability in the case of a claim:  your orchestra or your venue?

Have you sought the advice of your insurance broker?

Does your orchestra have adequate insurance?

 

Brief to Standing Committee on Finance re. Canada Government Response to COVID-19

May 8th, 2020

Orchestras Canada/Orchestres Canada (OC) is the national association for Canadian orchestras, representing over 130 groups from coast to coast, ranging from volunteer-driven community ensembles to youth and training orchestras to nationally and internationally-renowned groups. Our mandate includes advocacy, convening, research and knowledge-sharing, and we work in close collaboration with the Canadian Arts Coalition, Canada’s Performing Arts Alliance, and Imagine Canada.

We are pleased to share orchestras’ perspectives on the Government of Canada’s responses to the COVID-19 pandemic, and hope they are helpful in the Committee’s work.

Context

Canadian orchestras are not-for-profit organizations and registered charities. In 2018-19, according to OC’s comparative data from 71 of our largest member orchestras, orchestras derived 35.8% of their revenues from ticket sales and sold services, and 40.2% from individuals, corporations, foundations, and special fundraising events. Government support (from all three orders of government) made up the difference. Our members reported revenues of almost $218 million and connected with 2.8 million Canadians.

Canadian orchestras are structured in different ways, depending on mission, mandate, and community context. They range from volunteer groups with a paid music director and a hands-on board of directors to fully-professional ensembles with collective bargaining agreements with tenured musicians, a professional staff, and a high-powered governance board – and all points in between. Depending on the size of the orchestra, anywhere from one to well over 200 people are paid to do work directly for and with the orchestra each season, and they are all vulnerable to changes in their orchestra’s financial health. Orchestras also tend to plan and market their concerts 18-24 months in advance.

With public gatherings effectively banned in mid-March, our orchestras moved to cancel already-scheduled (and in some cases, sold-out) concerts; as the pandemic has continued, orchestras (which typically perform a September-June season, with some groups also programming in the summer months) have cancelled both spring and summer programs. Refunds or credits for ticket purchases have been processed; and many loyal patrons have converted the value of their tickets to charitable donations. We are tracking the impact of the pandemic on contributed income, and will have more to report as orchestras complete their fiscal years.

Still, we emphasize that some 76% of orchestras’ revenues are vulnerable at this time, their potential loss is highly destabilizing, and – as Canadian Heritage minister Steven Guilbeault said to Montreal’s Chamber of Commerce last week, “« Il est difficile de voir un retour à la normale avant le début de l’année prochaine, et c’est peut-être ça aussi, un scénario optimiste ». Indeed, every published provincial guidelines place concerts and other large public events in the final stages of their proposed reopening plans.

Orchestras are now looking at alternate scenarios for fall 2020 and beyond, including the cancellation or postponement of concerts, the implementation of physical distancing measures for artists, audience members, and venue workers, and re-programming already-planned concerts to feature smaller ensembles, physically-distanced audiences, and different venues. The logistical, financial and legal challenges that these scenarios imply are daunting: the increased costs of implementing recommended health and safety measures combined with significantly reduced ticket revenues are simply incompatible. At the same time, we emphasize that orchestras will not put the health of audiences, artists or workers at risk.

Observations on Supports from the Government of Canada

First of all, orchestras are profoundly grateful for the speed at which the Government of Canada has moved to implement economic supports across the broader economy: speed that has been matched with a high level of responsiveness to emerging needs and issues. The pace at which such programs as the Canada Emergency Wage Subsidy, Canada Emergency Response Benefit and the Canada Emergency Bank Account have been successfully introduced and adapted to meet diverse needs across the economy has been nothing short of remarkable. We also note the Canada Council for the Arts’ decision to expedite the release of 35% of core grants to organizations payable in the 2020-21 fiscal year; while this will not have an impact on year-end results, it will assist some 37 Canadian orchestras to manage cash flow at a tremendously challenging time. Thank you.

Secondly, we eagerly await details on the $500 million investment in arts, culture and sports, first announced by Prime Minister Trudeau on April 17. We hope that some portion of it can be directed to meet needs not yet addressed in the cross-economy measures already in effect.

Specific gaps during the emergency relief period include the following:

  • The CEWS only applies to employees, and not to long-time independent contractors. This leaves a number of orchestras in a difficult situation: they are continuing to compensate their contracted musicians (whom they treat as independent contractors) to create and work from home, but are not yet eligible for any form of subsidy to assist with this cost. This could be addressed by expanding the program to incorporate more classes of workers.
  • We also note that CEWS is due to end June 6: well before orchestras are likely to see any stability in their earned or contributed revenues, since many may still be closed until early 2021 or later.
  • The CEBA is available only to groups with payroll between $20,000 and $1.5 million per year. Larger groups, with greater cash flow assistance needs, are ineligible for consideration for interest-free loans by BDC and EDC because they are organized as registered charities. This could be addressed by expanding the CEBA to cover more employers, or potentially removing the exclusion of organizations that further a charitable purpose under the Canada Small Business Financing Act, to enable banks to assist larger organizations in our sector and to provide additional support for mid-sized orchestras who need more than the $40,000 that CEBA offers.
  • Smaller arts organizations and grassroots community groups have, to some extent, fallen between the cracks of the targeted government assistance to date, yet play a key role in their communities and are profoundly affected by the crisis. We join with Imagine Canada in the call for a non-profit and charitable sector stabilization fund to help them continue to function through this time.
  • Many cultural and community-based organizations own and manage their own buildings, edifices that need to be heated, lit, secured, and maintained even when closed and not generating revenue. They are under unique pressure at this time. Again, we are pleased to support Imagine Canada’s call for a sector stabilization program that would help address the needs of valued community-based groups that own and manage community infrastructure.
  • We’d also emphasize the desirability of providing broad-based incentives for charitable giving and business sponsorship at this time. We support a temporary increase in non-refundable tax credits for charitable giving, believing that this will be the most helpful to the greatest number of groups, and would be relatively easy to administer.

At another point in the Standing Committee’s process, we would be pleased to share perspectives on the re-building, re-imagining and re-launching phases ahead. Although the timeline for lifting restrictions is currently and inevitably far from certain, it is likely that the live performing arts will be at the far end of that process. Identifying and addressing the interim needs for support for our sector will be fundamental to achieving a robust and comprehensive return to core activities.

In both good and challenging times, our member orchestras serve and connect with audiences in every Canadian province. The Government of Canada has been an important partner in this work over many years, and we look forward to continued work together. Thank you for your consideration.

Katherine Carleton, C.M.
Executive Director
Orchestras Canada/Orchestres Canada

How to Produce a Virtual Ensemble Project

Donovan Seidle of the Calgary Philharmonic Orchestra takes you through the process of creating a physically distant or virtual ensemble. Watch the full Facebook Live video here, or read this post in blog format below.

I use a 2010 MacPro for editing and producing. I’ve found it a great operating system for my creativity, and love its workflow. However, this type of work can be done on either a Mac or PC, and many of the tools I use work on either operating system. My list of tools is not exhaustive, and you’re free to explore the many options out there – there are a ton of great tools, and free ones too! We’ll go through this workflow on both Mac and PC. I’m not a video editor: I’m approaching this more as an audio guy, so if there are people on your team, or yourself that have tips and tricks that are better than these, please use them!

Our goal is to create synchronized music videos from many participants using current online technology. For ensemble work, there isn’t a solid solution to practice or perform together online that works. This is because of timing latency (the time it takes for something to transmit from one network location to another over the internet). There’s also trouble with audio dropouts, or unintended noise reduction. Some of these can be dealt with in the settings of Zoom or WebEx, but the quality of the audio experience for an audience is lacking – and we want to produce something better than that.

An ensemble has to be synchronized – in a recording session this happens with a conductor and a click track: we won’t have the luxury of being able to tune to one another, and adjust our tempo and rhythmic timing to one another – so a click track is a sure way forward. In order to do this, we need tools. Whatever platform you’re doing this on, here’s what we need:

Audio Converter Application: A way to convert audio to whatever format we want. Switch, $25 – Mac & PC
Video Converter Application: To downsample and standardize the many videos we will be receiving – we have little control over the devices being used to record. Uniconverter, $70 – Mac & PC
Multi-track Audio Editor (Digital Audio Workstation): To change timing, mix together, and tweak our final mix using all of the audio from our participants. Logic Pro X, free trial – Mac. Reaper, free – Mac. Cuckos Reaper or Cakewalk, free – PC.
Audio Editor: If needed Audacity, free – Mac & PC.
Video Editor: To compile all our videos into a mosaic, and make them all start at the same time. Final Cut Pro, free trial – Mac. Davinci Resolve, free – Mac. Filmora, subscription- Mac & PC. Sony Vegas Pro, $70 – PC. Adobe Premiere Pro, subscription – PC.

Define your project goals

Clearly define your project goals. Start small, and once you get the hang of it, you’re ready to expand. Try a test project first, which you can do on your own! Some guiding questions:

  • Is this an audio-only project, or with video?
  • How many performers do you need? Think about the final layout and “look” of your mosaic. Will it be an unbroken shot from start to finish, or will you have featured performers?
  • How long is the piece?
  • Are there tempo changes?
  • Will the participants record sections of music, or the whole thing all at once?

You can approach your project differently depending on your answers. Make sure you answer all these questions – they will inform you of what you need.

Synchronizing players

In a performance context, we are all synchronized on stage with a conductor, our ears, and our brains; which navigate the sometimes tricky dissonance between what we see, and what we hear. For a “recording session” like this, a well-defined beat that goes WITH the click, is really helpful. We don’t have the benefit of being able to push and pull our timing against our colleagues as we play – but we have a precise click that will keep us all in line as we separately record our music.

Ideally, we want some natural “push and pull” of the tempo; not just a steady metronome (which is also an option, and great for pop material).

The simplest solution

The simplest solution that allows us to collaborate with other musicians is an app called Acapella. You can record a video/audio track, and then record over the top of this up to 8 more times as we listen. By listening to ourselves carefully, we can stay on track, and harmonize and arrange.

Pros and cons: This cool tool provides us with a simple click, and our own recordings as a guide track. But after we record something, we can’t adjust timing or the mix; and the small number of screens isn’t a workable solution for the orchestras we love to work with, nor is listening to a single line of music suitable for synchronizing a whole symphony. We’re going to have to create something more flexible and precise.

You’re probably thinking “why can’t I just have a conductor on the screen, waving the all-powerful baton?” The success of that is dependent on consistency between your players: a baton largely gives subjective information: how precise is your beat? What happens when the music gets faster or slower, more rhythmic? A conductor is not meant to be a metronome: and there’s a lot more happening in an ensemble than paying attention to the beat. Your players are responding to each other, and the information dissonance between what they see, and what they hear, and navigating that difference in the moment. In this medium, they’re absolutely unable to respond to another player, unless there’s a guide track, and objective tempo information like a CLICK. A conductor is certainly helpful for conveying emotional information and direction in this context

Simple Click

Our next sync method begins with something steady: a metronome. This is the simplest click track we can have. For a steady click, you can even just record your metronome into your recording device.

But if we want to make sure our music has tempo or meter changes, we have to design that in.

Designed Click Track Grid

Our next sync method is a designed click track grid. This is the approach that most audio productions and movie scoring composers use.

This method is precise, it mirrors the scores that we have (in our heads or in our hands, as closely as we design into the grid, at least). I often use this method for my writing. It is as precise as a metronome and follows the score as closely as I’ve designed my grid.

Adaptive Click

We can also have the music “follow” an existing guide track. Let’s create that music guide, and do a technique called Beat Mapping, or Reclocking in order to match the grid of our project to the ever moving fractional tempo changes of all those individual beats.

This is the most musical solution. This music can come from anywhere – you could play it in, you could conduct as you hummed the part (which could be muted after you place your click in), it could be a pre-existing recording that you like…. Anything.

We have to make sure video and audio will be synchronized the whole way through the project. I find a visual and aural snap or clap to be very useful when lining up video and audio. We’ll do this in this next video. I’ll be using this final video as a little project, and apply the next steps to it, moving forward.

Your Guide Video

Include a greeting, a sync point (clap together on a count), and a few beats before the music starts. You could also include in your email to participants: a guide video link, sheet music, participant video submission link, recording instructions.

Receiving Submissions

Sending out the video: Guides like this can be created and sent out to your participants; you can host the guide on YouTube, your website, or send it to your players as a video file via email. Receiving large video files can be tricky. I like to use Dropbox, but Google Drive and WeTransfer work well for this too.

Processing Submissions

Once we receive submissions from our performers, the EASIEST way to proceed is just to bring them into our video editor, align them, and set up our mosaic. To solve issues of balance, it’s usually best to do some audio editing at this stage, and to make sure that all of our videos are in the same format.

Our first step is to make all the videos the same format. I like to work with Quicktime videos smaller than 720p, especially if we’re making a mosaic.

Math Moment: If we want our videos to have a 16:9 aspect ratio, this means something like 1920 by 1080 (1080p), or 1280 by 720 (720p). 720p or 1080p refers to the RESOLUTION of the video: how many pixels are in every frame. Less pixels means a smaller file size and less resolution. If you enlarge a tiny video too much, it looks pixelated and strange. Think about your final product, and decide whether you need full resolution video (for close-ups), or if small is fine for everyone.

Audio Processing

I like to edit the audio – sometimes the mix or balance isn’t right, because of recording volume. Sometimes we need some studio magic to make it sound great. First the simple steps:

There are likely more things to tweak. We can start to edit timing, and if we really want, get into pitch correction, and advanced stereo imaging.
We have our video mosaic already, so let’s bring in our completed audio, line it up, with the click point, and then create a fade in and fade out.

At this point, you have your video. You can host it on your website, send it out to your friends, family and social media platforms (as a link to a YouTube video, or uploading the file itself).

Review

  • Set your goals – know what you want to creatre
  • Create your guide (click, guide video/audio track, sync point clap)
  • Email participants (include how you want to receive submissions)
  • Receive & process submissions (convert, trim, separate audio, create video, process audio, assemble and render)
  • Deliver / host final product

Quick Tutorials