{"title":"Building Sustaining Relationships","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0008","url":null,"abstract":"Built around the concept that relationship building is at the core of good fundraising, this chapter begins by delving into the various ways that orchestras connect people and organizations to each other. Central to the chapter is an exploration of the roles of staff, musicians, volunteers, and the board of directors in fundraising, including donations from individuals, foundation and government support, investment income, and corporate giving. Multiple models of patron engagement (and their limitations) are discussed, as is the more recent alignment of orchestra development and marketing departments. Practical tools for successful solications are shared, and numerous ways to connect with individual donors are suggested.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127727631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Financial Management","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0007","url":null,"abstract":"With the goal of helping orchestra managers become conversant in financial management concepts, this chapter begins by outlining basic financial terminology, a discussion of capital structure, and various types of statements and reports that are useful in managing an orchestra’s finances. The orchestra budgeting process is also highlighted, as is the typical orchestra cash flow cycle. Typically the major expense item for any orchestra, the various methods of paying the musicians will be a focus, including fixed versus variable costs, service utilization, and the impact of finances on artistic planning.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"211 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124751610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Steering the Ship","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0004","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0004","url":null,"abstract":"This chapter focuses on the governance of the orchestra, beginning with a broad discussion of the roles and responsibilities of the board of any not-for-profit organization. This discussion then narrows a bit to specifically discuss orchestra governance, and the particular challenges thereof. One such challenge highlighted is that of building a board of directors that is both highly effective and representative of the community. The chapter then shifts to the board’s place within the organization, and the particular challenges in fostering good communication between the board, staff, and musicians. It then dives a bit deeper into the board’s role in contract negotiations, as well as their relationship with the chief executive and staff members. Finally, this chapter offers valuable resources related to strategic planning.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"387 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117351406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What is Orchestra Management?","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0002","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0002","url":null,"abstract":"This chapter begins with a bit of background about the evolution of the modern symphony orchestra from its origins four hundred years ago to the present. The chapter then defines orchestra management, alongside a description of the various components thereof, including operations, personnel management, development, marketing, community engagement, financial management, artistic planning, and the role of the executive director . The chapter continues by discussing the way that orchestras are typically organized as not-for-profit entities. It then explores top-of-mind challenges and opportunities facing orchestras, including economics, relevance, and logistical concerns. Finally, the chapter utilizes established innovation theory to demonstrate how orchestras can undergo systematic, purposeful innovation.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128569261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Toward Relevance","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0010","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0010","url":null,"abstract":"The goal of this chapter is to underscore the need for orchestras to expand upon their roots in the “classical” tradition and become relevant to their entire communities, not only to the “elite.” Understanding the origins of orchestras helps to frame the chapter, and a variety of perspectives on relevance are shared. Equity, diversity, and inclusion (EDI) are defined and contextualized for the reader, and statistics related to the overwhelming whiteness of orchestras are highlighted. Following this framing, an analysis of orchestras’ relevance to their community is addressed, alongside recommendations to assist orchestras who wish to engage in ongoing, sustained work toward inclusivity.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123219497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Marketing and Public Relations","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0009","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0009","url":null,"abstract":"This chapter highlights well-established marketing theory and practice, including the “four P’s” of marketing, and explores the application of those concepts within orchestras. Additional concepts include the target marketing process, the importance of positioning, and the utilization of a variety of channels. New modes of distribution, including digital platforms, are also discussed, as are examples of success. Shifting patron buying habits away from subscriptions and toward single ticket purchases is explored in-depth. Finally, the various forms of public relations and their utility for orchestras in a constrained budgetary position are explored.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128775651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Community Relationships","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0005","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0005","url":null,"abstract":"Orchestras are uniquely poised to engage with their community, and this chapter focuses on defining and encouraging meaningful community engagement. Following a definition and framework for community engagement, the chapter explores the orchestra as a community unto itself, which suggests that the musicians of the orchestra can play a critical role as community builders. Educational programming of various types is then outlined and explained, as are types of community engagement initiatives. The chapter concludes with a discussion about terminology—that is, “education,” “engagement,” and “outreach”—and also outlines a variety of mini case studies of success in community engagement and education initiatives.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121478357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Internal Relationships","authors":"T. Newton","doi":"10.1093/oso/9780197550670.003.0003","DOIUrl":"https://doi.org/10.1093/oso/9780197550670.003.0003","url":null,"abstract":"Though briefly touched upon in Chapter 1, this chapter explores more fully the organizational structure of orchestras in the United States, including characteristics and functions particular to the not-for-profit orchestra. Organizational charts are discussed and explained, along with sample orchestra organizational charts, including examples of small, medium, large, co-operative, and chamber orchestras. The various roles of administrative staff are explored, including staff positions that are sometimes held by musicians in the orchestra. The chapter then shifts its focus to the hiring, management, and support of the musicians, including the organization’s relationship with unions (both artistic and non-artistic) and collective bargaining.","PeriodicalId":250721,"journal":{"name":"Orchestra Management Handbook","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127443859","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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