Called ‘Orchestras in healthcare #2’, the report follows up on a 2020 survey updating the picture of the contribution of orchestras in the public health sector. The report draws on responses to the survey from Association of British Orchestras’ member orchestras and opera companies. Results focus on geographical, financial, and musical aspects; the type of healthcare settings in which the work takes place; orchestras’ motivation for their involvement in the healthcare sector; the role that health and wellbeing delivery plays in their business models; the significance of this work for musicians; and a review of recent and current evaluation and research.

In their forewords to the report, both James Sanderson, director of community health services and personalised care at NHS England, and Darren Henley, chief executive of the Arts Council England, acknowledge that the role of orchestras in supporting individuals’ and communities’ health and wellbeing has never been more widely acknowledged.

The 2020 report advocated the orchestra profession adopt a sector-wide approach to developing policy and practice, co-ordinating with developments in the health and social care sector, particularly in regard to social prescribing. Sanderson notes that while there has also been “a modest increase” in orchestras’ links to social prescribing, almost half of orchestras still have no links in this area, which could be a key area for growth in coming years.

In addition to the increase in average funding per orchestra for healthcare initiatives, the report notes that healthcare activities contribute, on average, 32 per cent to orchestras’ income in the broader learning and participation category. Symphony orchestras with less flexible models may, however, miss out on these opportunities, the report warns.

Evidence of increased support from orchestra managements for musicians, their wellbeing, and creative and reflective practice is said to align with recruitment and retention objectives, observes the report, reinforcing both the creative and business cases for orchestras to work across the health and social care sectors.

Among the report’s recommendations for orchestras and their healthcare partners, orchestras are encouraged to engage fully with networks that have connections with arts managers in the healthcare sector, and follow the pathways developed between the health and culture sector. It argues, too, that there is scope for more training of orchestral musicians, particularly for activity that requires a specialised approach or outcome. And there is a need, it says, for more and better research, particularly in recording personal impact from participants and healthcare workers, to build an evidence base that supports creative practice across both the orchestral and health and social care sectors.

Sarah Derbyshire MBE, chief executive of Orchestras Live, said: “The report reinvigorates the cross-sector Orchestras in Healthcare consortium, promising more networking and advocacy opportunities in the coming year.”

The report was produced by a consortium from Cambridge University Hospitals NHS Foundation Trust, Orchestras Live, the Association of British Orchestras, and University of Hospitals Derby and Burton.