Our latest Needs Analysis survey gave us a clear, honest picture of how people across the orchestral and cultural sector are feeling.

This regular survey helps us gain a deeper insight into the needs of our stakeholders, identify gaps in provision where Orchestras Live's expertise can bring benefit, and identify and explore shared strategic priorities.

The headline from the latest survey results is familiar but no less stark: funding pressures continue to dominate, with organisations of all sizes feeling the strain of rising costs and shrinking resources. Many participants talked about the challenge of engaging audiences whose habits and priorities have shifted, and the ongoing fragility of the talent pipeline as music education continues to decline.

Workforce wellbeing came through strongly too through the themes of burnout, limited capacity and the difficulty of finding time for innovation or fundraising. Add to that the uncertainty around digital engagement, AI, political instability and the realities of post‑Brexit touring, and it’s clear that organisations are navigating a complex and shifting landscape.

Participants also shared a lot about the communities they’re working with. Cost of living pressures are making cultural participation feel out of reach for many. Social isolation, mental health challenges and reduced access to opportunities are affecting both young people and older adults. Rurality and transport barriers continue to limit who can take part.

And yet, despite all this, the sector’s ambitions remain hopeful. Many want to grow and diversify audiences, strengthen financial resilience, and deepen their work with young people and talent development. Inclusion and representation remain central priorities. There’s a strong appetite for long‑term partnerships, community‑rooted work and space to innovate — creatively, digitally and organisationally. Environmental responsibility also remains important, with a clear call for practical tools, shared standards and realistic expectations.

Alongside these wider reflections, participants told us how they see Orchestras Live within this landscape. The words used — collaborative, inclusive, innovative — reflect the kind of relationships we aim to build.

Partners described us as a connector and a broker, someone who helps bring the right people together and unlock opportunities that might otherwise be out of reach. Several highlighted the value of our evidence‑based approach, saying it helps them understand and communicate the impact of their work. Others talked about the importance of our local knowledge, our ability to navigate complexity, and the confidence that comes from having a trusted partner alongside.

At the same time, our partners were clear about where we can improve: greater clarity around roles, more consistency across partnerships, and better communication around planning and expectations. That honesty is invaluable: it helps us understand what organisations need from us, and how we can continue to get better.

Taken together, these reflections paint a picture of a sector that is stretched but determined, facing real challenges but still full of imagination, care and ambition. We’ll be using these insights to shape how we work with partners and the sector in the years ahead.