The pandemic brought extraordinary challenges and changes for the arts and culture industry. We all learned how to work together remotely during quarantine. Many organizations pivoted from physical to digital audience engagement with livestreams, web series, and archival content. Others reopened with new protocols and digital tools to reduce contact points and create a safer environment for returning audiences.
In 2020, your brand became more important than ever. When the pandemic began, a strong brand was a powerful asset for organizations navigating uncertain waters. Innovations, instead of being one-offs, cohered; brand-driven initiatives did their tactical jobs well—and built brand meaning. How do you proactively build a strong, resonant brand—a brand that not only fosters awareness, engagement, and support, but helps you innovate in a strategic, thoughtful, true-to-you manner?
Moderated by Henry Fogel, a small group of building design professionals discussed solutions regarding the challenges related to social distancing and other effects of the pandemic.
Scaling an orchestra to an appropriate size while creating a sustainable capitalization plan requires careful financial and market analysis. Presenter Susan Nelson, a well-regarded expert with deep financial analysis skills and hands-on operational experience, spoke about the complex challenges of aligning your organization’s strategy, implementation plan, and long-term financial stability during and after the pandemic.
This session focused on the topic of well-being—it will help you develop skills to enhance resilience and find balance at work and home. During this experiential session, you will learn about the four pillars of a healthy mind, gain skills to bolster resilience and flourishing, and develop a high-level understanding of the scientific foundations for well-being. You will leave the session having experienced several different techniques to start training your mind, along with tips to apply them at work.
In the face of persistent racism and violence stemming from rampant anti-Asian and anti-Blackness, it can be easy to lose our way in creating pathways for meaningful action and community accountability. For those of us who have been engaged in this work for a long time and for those of us who are just beginning, the idea of falling short of our vision for a more just and inclusive field can be immobilizing. Without processes for tangible forward movement, it can be easy to become discouraged.
In the face of global calls for racial justice, orchestras around the world have responded by seeking to understand the breadth and depth of systemic racial inequity. As we continue this journey, we ask ourselves, “What does it mean to move forward as an organization?”
Today, U.S. Citizenship and Immigration Services (USCIS) announced policy changes that will support improved visa processing, specifying opportunities for artist visa petitioners.
Orchestras increasingly re-examined the ways we engage with our audiences and connect with our communities. What lessons have we learned that will help orchestras thrive post-pandemic? This panel conversation reflected a cross section of departments and budget sizes to share strategies, insights, and actionable ways that orchestras can authentically engage with communities to increase access, deepen trust, and develop enduring sustainability.
As Vice President of Social Impact at the Kennedy Center, Marc Bamuthi Joseph successfully moved the organization from an engagement model to an equity model as the institution seeks to be in better compliance with an anti-racist agenda. During these remarks, he layed out a blueprint for the classical field that lifted its gaze beyond the horizon of equity, diversity, and inclusion work to consider a focus on systemic solidarity or structural allyship instead.