Orchestra Outreach

bullet1 Article Summaries

bullet2 Knight Foundation Magic of Music Lessons Learned

The Knight Foundation  provided grants to fifteen orchestras during the last decade to implement innovative education endeavors.  They allowed the orchestras great freedom and flexibility to create the programs they had been considering but had not yet funded.  Over several years, they supported, watched, and evaluated the successes and challenges of these programs.  In October of 2002, Penelope McPhee wrote an article for Harmony  outlining the lessons they learned through this process called  " Orchestra and Community: Bridging the Gap ."

One of her early points was to ask four questions and explain her observations this way:

      1. Is the mission to support artists and enable them to hone their talents to the highest level of virtuosity?
      2. Is the mission to become a world-class touring and recording orchestra?
      3. Is the mission to bring classical music to new and diverse audiences in your community?
      4. Is the mission to be the go-to place for music of all kinds in your community?

If you nodded your head to all of these, you’re in trouble.  Because the data tell us unequivocally that while any of these missions is possible, and while each may be valid in its own right, they are often mutually exclusive.  (pp. 30-31)

McPhee’s point is that the symphony orchestra organization must be selective and clear in their goals.  She does not elaborate on how many of these questions are feasible simultaneously, she simply urges caution and focus.  She also stresses the importance of allowing a reasonable amount of time to design and implement new programs.  

    Other lessons McPhee outlines are similar to Korn’s thoughts.  Her first point is that musicians are central to the success of any orchestra educational venture.  In their study, musicians tended to stay with the orchestra the longest and act very successfully as ambassadors.  She also makes the point that it is important to have the active and visible support of the music director.  In general, too much turnover has a detrimental effect on the way new programs develop, so it is important to have consistent and competent leadership to organize people and resources.  Many orchestras use committees involving both musicians and administrators to advise and evaluate educational programs.