Orchestras have learned that there is no single approach to a healthy future. Instead, each orchestra needs to explore what will work for its organization and its particular community. are no silver bullets. For him fiscal health comes down to manipulating three levers, which must all be in play—no single one will do: 1) raise performance income, 2) slow the growth of expenses, and 3) increase non-performance income. He further comments on the reluctance of orchestras to tackle the second of these imperatives. If Flanagan’s three-pronged prescription seems somewhat simplistic, and begs the question “What can orchestras really do?” I would answer as follows: Start by fully understanding and being transparent
about your near- and long-term financial condition. To help orchestras do this essential work, the League is introducing a planning toolkit that “diagnoses” fiscal health by identifying any vulnerability in near- and long-term plans. While we debate the national trends and their causes, I think we can all agree that a critical first step in improved fiscal management is a clear understanding of current and future risks. Too often, financial challenges come as a surprise when the time for remedy is short and the options for solutions narrow. The toolkit is designed to help managers identify potential problems as part of their planning process as well as to improve transparency, as it strongly encourages that board, musician, and staff leadership all have access to the tool’s outputs. The tool will be available to members later this spring. Returning to Flanagan, it is important to recognize that he views orchestras only
through one lens. His book does not and cannot address factors such as organizational culture, quality of leadership, relevance and quality of programming and performance, and community engagement. These factors often add significant layers of complexity to what may seem on the surface to be a simple formula. Orchestras have learned that there is no single approach to a healthy future. Instead, each orchestra needs to explore what will work for its organization and its particular community. Still, I encourage you to make it a subject of conversation within your orchestras among trustees, musicians, and management. It’s not important that everyone agrees. What is important is that Flanagan provides a fact-based platform for analyzing your own business decisions, and for running your orchestra with a solid fiscal foundation on which to deliver your mission.
Weill Music Institute
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Corey Seeman
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National Youth Orchestra of the United States of America In the summer of 2013, Carnegie Hall’s Weill Music Institute brings together the brightest young players (ages 16–19) from across the country to form the National Youth Orchestra of the United States of America. Following a comprehensive audition process and a two-week training residency with leading professional orchestra musicians, these remarkable teenagers embark on an international tour to some of the great music capitals of the world.
Registration Deadline: September 7, 2012 carnegiehall.org/nyousa nyo-usa@carnegiehall.org | 212-424-2024 Important funding for the launch of the National Youth Orchestra of the United States of America has been provided by Joan and Sanford I. Weill and The Weill Family Foundation, the Rockefeller Foundation, the Peter Jay Sharp Foundation, and Ann Ziff.
americanorchestras.org
Bringing out the best in US
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