The Bayeux Tapestry has crossed the Channel under armed guard, its first visit to Britain in 900 years (The Guardian). It’s 230 feet of pictorial storytelling made for an audience that mostly couldn’t read. Which gives it plenty to discuss with The Atlantic’s big new essay arguing that the literate era may prove “a brief interlude between the oral and digital ages” (The Atlantic).

If reading fades, what we chose to keep matters more. The Schomburg Center turns 100 — an archive that exists because a teacher told young Arturo Schomburg that Black people had no history, and he spent a lifetime assembling a refutation of that notion (The Guardian). Collections are arguments. So is refusing to open one: The New York Times and other publishers now accuse OpenAI of hiding evidence that its training data was searchable all along (Variety).

At PEN America, Dinaw Mengestu resigned the presidency after just seven months, and neither side is saying why (The New York Times).

And Anthony Hopkins, 88, releases his first album of his own classical compositions — Dudamel conducting (The Hollywood Reporter). Some first loves have long fuses.

All of our stories below.

Community Music Center of Boston is an arts education nonprofit founded in 1910 with a mission to transform lives by providing equitable access to excellent music education and arts experiences. Originally established to provide lessons and classes to a wave of new American immigrants, CMCB has spent 116 years as a leader in connecting music education to social impact, responding to Boston’s evolving civic needs.

CMCB was one of the agencies tapped at the height of Boston’s 1970s school desegregation crisis, providing music classes in newly integrated schools to support community-building and help bridge divides. Years earlier, CMCB had already become an early pioneer in using music to support social-emotional development, work that would later evolve into what is now the board-certified profession of music therapy. Across generations, CMCB has continued to demonstrate how music education and music-based experiences can respond to municipal opportunities, foster belonging, and strengthen community connection.

Today, CMCB operates a large community music school, serves as a first touchpoint in music education for thousands of participants each year through schools and social services agencies, and is one of the largest external providers of arts education to Boston Public Schools. Supporting more than 2,500 students of all ages each week, CMCB is an anchor for local arts education, supporting learner-centered and culturally inclusive musical instruction in one of the most diverse cities in the nation. Approximately 80% of CMCB’s students are youth of color and 70% are economically disadvantaged. Through its Community Music School, Community Engagement Programs, Music Therapy, and nationally recognized Youth Employment Program, CMCB provides music learning opportunities across virtually every Boston neighborhood. CMCB’s Community Music School sees over 400 households through private lessons, semester-based group classes for ages five and up, individual music therapy, small chamber groups, chamber orchestra, music theory, music production, and the Summer Arts and Music Program. CMCB’s Community Engagement Programs extend this work to over 2,000 more households through partnerships with public, charter, parochial, and independent schools, as well as health and human services organizations, community centers, and civic programs.

CMCB’s recent innovations are focused on a broadened impact of music. For example, CMCB is pioneering more inclusive and realistic pathways for pursuing music. CMCB’s new “Student Pathways” celebrate the range of musical interests and futures that bring people to music lessons. The four pathways, Musical Explorers, Community Musicians, Citizen Musicians, and Performing Musicians, recognize that students may be motivated by discovery, collaboration, social impact, performance, or a combination of these interests. Rather than requiring students to choose one fixed track, the pathways are flexible and intended to support ongoing conversations about growth, curiosity, and personal expression throughout a student’s journey at CMCB.

Another example of CMCB’s innovation and impact is the Youth Employment Program, which provides young people ages 14 and up with hands-on, part-time experience in arts administration within a nonprofit music education setting. Over 70 students participate each year in this nationally recognized program that supports workforce development, college and career mentorship, and youth economic empowerment. The program is strengthened by partnerships with organizations across the city of Boston, including strategic program partnerships with the Boston Bloomberg Arts Internship, Franklin Cummings Tech, and The Clubhouse Network, as well as employment partnerships with several local colleges and nonprofits.

CMCB is also expanding to a new 13,000-square-foot home in Nubian Square. This state-of-the-art facility, featuring ample private-lesson space, a recital hall, a recording studio, administrative offices, and generous gathering spaces, demonstrates CMCB’s commitment to our communities. With more than a century of service, CMCB continues to advance a vision that welcomes all voices and supports students, families, schools, and communities across Greater Boston.

The CMCB Corporation, consisting of 83 members of the larger CMCB community, elects and supports a 20-member board of directors led by President Dr. George Blount. The CEO reports to the board of directors and has five direct reports: the Chief Financial & Operating Officer, Chief Programming Officer, Chief Advancement Officer, Executive Assistant, and Human Resources Manager. The budgeted revenue for the fiscal year ending June 30, 2027, is $4.6 million, including 64% from contributions, 26% from earned revenue sources, and 10% from other revenue sources.

Sources: cmcb.org; propublica.org

Community

One of the nation’s most historic metropolitan areas, Boston is a vibrant, diverse, and deeply rooted city known for its rich history, distinctive neighborhoods, world-class educational and cultural institutions, and strong civic identity. Founded in 1630 and incorporated as a city in 1822, Boston is home to more than 670,000 residents and serves as the center of a metropolitan region of more than five million people. Boston is especially distinguished by its neighborhoods, each contributing to the city’s character, community life, and sense of place. CMCB’s new headquarters, opening in 2027, will be located in Boston’s historic Nubian Square in Roxbury, a culturally rich neighborhood shaped by African, Latin, and other diverse heritages. It is also in close proximity to the Boston Public Schools and other community groups we serve. In addition to their headquarters, CMCB’s activities take place at over 30 partner sites throughout Greater Boston and also at CMCB’s current location.

Boston’s identity is shaped by both its historic legacy and its contemporary role as a center for arts, culture, education, innovation, and public life. The city’s history includes major stories from the American Revolution, the nation’s first public school, historic districts, landmarks, archives, and public spaces that connect residents and visitors to Boston’s past. Today, Boston’s cultural landscape includes major arts institutions and venues such as the Museum of Fine Arts, Boston; the Institute of Contemporary Art/Boston; the Boston Symphony Orchestra; and the historic Strand Theatre, alongside neighborhood-based arts organizations, festivals, public art, and community cultural programming. The City of Boston also supports equitable access to arts and culture through grants, cultural planning, public art, neighborhood activations, and investments in arts spaces. Together, these assets make Boston both a historic American city and a dynamic contemporary community for residents, families, students, artists, businesses, and visitors.

Sources: boston.gov; artsboston.org; census.gov

Position Summary

The Chief Executive Officer (CEO) will be a visionary leader responsible for Community Music Center of Boston (CMCB)’s strategic direction, public visibility, and managerial operations. Joining CMCB following a successful building acquisition and capital campaign, the CEO will lead CMCB at an exciting time of possibility and broadened impact. As CMCB’s primary spokesperson, the CEO will co-develop and execute a new strategic plan that builds on the success of the past and brings CMCB into an even brighter future. The CEO will nurture a unique mix of multi-generational relationships with board, faculty, staff, parents, students, strategic partners, and donors that comprise the core of CMCB’s culture and identity and the essence of their special community. The CEO will exude warmth and energy while leading this vibrant community music education organization through this time of growth and transition. The CEO will embrace joyful, culturally inclusive, and student-centered collaboration with a student body as diverse as the city CMCB calls home. The CEO will guide, advise, and mobilize board members as they embrace their roles as fundraisers, policymakers, and community ambassadors while overseeing staff leadership, operations, and earned and contributed revenue growth.

Roles and Responsibilities

Program Development, Diversity, and Inclusion
• Champion equitable access to arts education and arts-based experiences, and foster an inclusive culture where students, families, faculty, staff, and community partners from all backgrounds can thrive.
• Identify and promote innovative programming that will enable a successful transition from one to two campuses, in the context of CMCB footprint expansion.
• Foster and leverage CMCB’s strong reputation as an extraordinary community music school to sustain current programming and to ensure opportunities for growth come to fruition.
• Create and sustain mutually supportive relationships with leadership at Boston Public Schools and similar institutions.
• Develop new partnership agreements with schools and community organizations to advance CMCB’s outreach activities throughout the Greater Boston Area.
• Ensure high-quality programs, services, and facilities that are accessible, welcoming, and responsive to the needs of the communities CMCB supports.
• Collaborate with CMCB’s staff and faculty to develop innovative ways to grow earned revenue.
• Continue to develop existing programming initiatives in such diverse areas as student-centered music education, Youth Employment, Music Therapy, ensemble programming, contemporary genres, impacts of AI on music education, and other areas.
• Expand and build on CMCB’s national presence and reputation as an innovator and best-practitioner.
• Embrace other program development, diversity, and inclusion responsibilities as needed.

Contributed Revenue Enhancement
• Provide organizational leadership in all aspects of fundraising and development by establishing personal relationships with key funders and donors to support CMCB’s strategic and capitalization goals.
• Identify and maintain strong relationships with key community partners to continue to diversify and expand the organization’s individual, foundation, corporate, and government donor base.
• Broaden CMCB’s public image and increase brand awareness for the organization, clearly articulating the mission, vision, programs, and impacts of CMCB.
• Define contributed revenue opportunities with board and development staff in annual and long-term fundraising plans.
• Cultivate existing donors for ongoing support while seeking new prospects to ensure a robust and diversified funding base.
• Embrace other contributed revenue enhancement responsibilities as needed.

Stakeholder Cultivation and Community Engagement
• Work with the board and other stakeholders to develop a new strategic vision and plan, enabling CMCB to successfully manage its integration into the Roxbury community and its transition to a multi-campus footprint.
• Listen carefully, speak persuasively, and anticipate concerns of parents, students, faculty, staff, board members, external partners, donors, and the public.
• Foster an inclusive workplace that attracts, develops, and retains talented faculty and staff from a broad range of backgrounds, experiences, and perspectives.
• Guide board prospect identification, cultivation, and recruitment by utilizing participation on board committees that develop future board members and leaders.
• Mobilize the talents, connections, and resources of the board to stimulate their continued active involvement.
• Embrace other stakeholder cultivation and community engagement responsibilities as needed.

Financial Acumen and Organizational Management
• Lead all aspects of the CMCB’s financial management and business operations, including budgeting, forecasting, performance monitoring, risk management, and resource allocation.
• Ensure the long-term financial sustainability of CMCB while balancing mission impact, earned and contributed revenue goals, and strategic investments in growth.
• Translate strategic priorities into operational and financial plans, using data and performance metrics to drive decision-making, assess organizational effectiveness, and ensure accountability for results.
• Oversee, direct, develop, and manage CMCB’s staff and faculty to perpetuate the organizational culture of trust, cooperation, and collaboration.
• Supervise and integrate all aspects of CMCB, including faculty, administrative staff, facilities, and technology.
• Guide marketing, branding, and public relations programs that highlight CMCB’s impacts and reputation.
• Spearhead innovation and creativity to allow CMCB to continue to flourish.
• Lead day-to-day operations to ensure that faculty, staff, students, and parents have a memorable experience that leaves a legacy on their future growth and personal development.
• Empower and build camaraderie among senior management to recognize and leverage individual strengths that contribute to organizational success.
• Embrace other financial acumen and organizational management responsibilities as needed.

Traits and Characteristics

The Chief Executive Officer will be a resourceful and engaging leader who is energized by practical results, effective action, and making the most of time, talent, energy, and resources. Highly interactive and people-oriented, they will bring a visible, relationship-centered leadership style that supports frequent communication, meaningful engagement, and strong rapport with a wide range of individuals. The CEO will be versatile and receptive, adapting easily to different situations while welcoming new ideas, methods, and opportunities. With a harmonious approach grounded in experience, perspective, and balance, they will lead with sound judgment and an altruistic commitment to creating benefits for others.

Other key competencies include:
• Leadership and Diplomacy – The ability to inspire, build trust, and create a sense of purpose and direction while tactfully handling challenging and sensitive issues.
• Interpersonal Skills – The commitment to building rapport while effectively communicating with diverse stakeholders nationally and internationally.
• Personal Accountability – The capacity to self-evaluate by utilizing and analyzing feedback and data and taking responsibility for actions and results.
• Customer Focused – The flexibility to anticipate and exceed student and stakeholder needs or expectations.
• Decision Making – The capability to analyze all aspects of a situation to make consistently sound and timely decisions.
• Planning and Organizing – The ingenuity to collaboratively establish strategic goals while assessing risks, organizing activities, people, and operational priorities to meet mutually-agreed-upon expectations.

Qualifications

A bachelor’s degree is required, a master’s degree preferred, plus a minimum of five to seven years of related senior management experience. Expertise in planning, organizational development, relationship building, and team building in a collegial environment of mutual respect is needed. Executive-level competencies, political savvy, strategic vision, and the ability to lead change are essential, along with the creativity and technical credibility to advance strategic priorities. A successful track record in best practices within the nonprofit, education, or music field and a high level of leadership and fundraising experience are expected. The successful candidate should have a passion for music and music education, as well as enthusiasm for CMCB’s dual mission of excellence and access. They must also be skilled at building partnerships, developing metrics to measure their success, and valuing the neighborhood relationships essential to helping CMCB be welcomed into its new community.

Compensation and Benefits

CMCB provides a competitive and equitable compensation package with an estimated salary in the range of $170,000 to $200,000. Benefits include medical insurance (group health and flexible spending account), paid time off, non-contributory 403(b) retirement plan, long-term disability insurance, and the quality of life that Greater Boston has to offer.

Applications and Inquiries

To submit a cover letter and resume with a summary of demonstrable accomplishments (electronic submissions preferred), please visit https://artsconsulting.com/opensearches/community-music-center-of-boston-seeks-chief-executive-officer/

CMCB provides equal employment opportunities to all employees and applicants for employment without regard to race, color, creed, ancestry, national origin, citizenship, sex or gender (including pregnancy, childbirth, and pregnancy-related conditions), gender identity or expression (including transgender status), sexual orientation, marital status, religion, age, disability, genetic information, service in the military, or any other characteristic protected by applicable federal, state, or local laws and ordinances. Equal employment opportunity applies to all terms and conditions of employment, including hiring, placement, promotion, termination, layoff, recall, transfer, leave of absence, compensation, and training.

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University of the Pacific’s Conservatory of Music seeks an innovative and broadly minded colleague to advance and professionalize operations in the Conservatory as their Director of Operations. The successful candidate will be versed in and model the connections between performing, music industry, recording, and administrative careers emerging in creative sector industries. In partnership with Pacific faculty and staff colleagues, the successful candidate will help supervise staff and students and oversee all music facilities activities in six spaces on Pacific’s Stockton Campus. To learn more about the Conservatory, visit https://www.pacific.edu/music.

Hiring Range: $70,304 to $82,000 per year. We consider factors such as, but not limited to, scope and responsibilities of the position, candidate’s qualifications, internal equity, as well as market and organizational considerations when extending an offer.

Apply online at https://pacific.peopleadmin.com/postings/32472.

Essential Functions

•Oversee Conservatory concerts and events (150 + per year).
•Supervise a Stage and Technical Director (12 month staff role).
•Lead Weekly Operations Team Meetings.
•Coordinate scheduling for Conservatory performance, rehearsal, and classroom facilities.
•Operate and/or supervise the usage of event-based lighting, sound, recording, and stage equipment supportive of live music and/or recorded/streamed events.
•Supervise, train, assign, and coordinate the work of employees, including staff, students, and student employees.
•Manage daily, weekly, and annual rehearsal and performance logistics across six facilities.
•Recommend the purchase of technical equipment.
•Manage Conservatory inventory and equipment.
•Model precision, calm, and clarity in preparation for and during live performance settings.
•In consultation with Pacific’s Facilities teams, generate invoices and prepare quotes and contracts for the use of Conservatory concert facilities.
•Perform other duties as assigned or requested.
•Collaborate with other campus support units and administrators to ensure efficient operations and act as a liaison to ensure compliance with institutional rules and regulations.
•Be responsible for emergency response plans for the Conservatory; liaison to the University’s Pacific alert team.

University of the Pacific recognizes that diversity, equity, and inclusion is foundational to the success of our valued students and employees. We prioritize policy and decision-making that demonstrates awareness of, and responsiveness to, the ways socio-cultural forces related to race, gender, ability, sexuality, socio-economic status, etc. impede or propel students, faculty, and staff.

Minimum Qualifications

• Undergraduate degree in performing arts related field(s), or two (2) years of full-time experience in the same or similar position is equal to one (1) year of completed post high school education coursework.
• Two (2) or more years of experience in an evolving work environment with regularly changing priorities, schedules, or operational demands.

Preferred Qualifications

•Three (3) or more years of increasing experience in venue management field.
•Experience in producing and streaming live performance events and in post-production archival procedures.
•Experience in musical theater and/or opera productions as stage and/or technical director roles.
•Knowledge of standard operating procedures for performing arts spaces, inclusive of theater spaces, concert halls, rehearsal halls, and in academic instruction and event management and the ability to implement and sustain them in academic settings.
•Demonstrated operations ability and success in highly volume performing arts fields.
•Excellent customer service orientation skills.
•Excellent organizational skills, especially in managing event logistics, calling shows, and establishing sustainable and written facilities operations protocols.
•Excellent oral and written communication skills.
•Proven staff and operations management and supervision.
•Demonstrated ability to set goals, manage time and assignments and achieve outcomes.
•Positive attitude, proven ability to work successfully with diverse populations and demonstrated commitment to inclusion, equity, and diversity in all its forms.
•Flexible and effective when experiencing changes in work task, environment, or conditions.
•Experience and sensitivity in working with people of diverse backgrounds and cultures.
•Demonstrated experience in advancing social justice, equity, and inclusion in a university setting.
•Ability to engage and integrate culturally responsive practices and knowledge in their work.

Physical Requirements

The physical demands described here are representative but not definitive of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Requires extended periods of sitting and repetitive hand/wrist motion while using computer keyboard and phone. Occasional standing, walking, climbing stairs, bending, stooping and reaching. Occasional lifting up to 50 pounds.

Work Environment/Workweek/Travel:

Work is primarily performed in the standard office environment with use of computer and phone, occasionally requires work out of doors or in large auditoria with exposure to warmer or cooler temperatures.

Valid driver’s license required. Incumbent must also be able to meet the University’s fleet rules and be eligible to drive for University business. The University and its insurance carrier reserves the right to exclude applicants based on their driving record.

Background Check Statement

All applicants who receive a conditional offer of employment are required to execute a release and authorization for a background screening.

AB 810 Misconduct Disclosure Requirement: University of the Pacific complies with California Assembly Bill 810, requiring candidates accepting conditional job offers to disclose any final administrative or judicial findings, ongoing proceedings, allegations, resignations under investigation, or appeals related to sexual harassment or misconduct within the past seven years.

Anti-Discrimination/EEO Policy Statement

University of the Pacific is an equal opportunity employer dedicated to workforce diversity across backgrounds, experiences, and viewpoints. Pacific does not unlawfully discriminate in its hiring of faculty and staff, or in the provision of its employment benefits to its faculty and staff on the basis of race, color, religion, national origin, ancestry, age, genetic information, sex/gender, marital status, military and veteran status, sexual orientation, medical condition, pregnancy, gender identity, gender expression, or mental or physical disability, or other legally protected characteristics or combination of such characteristics. While we strive to attract a broad and representative pool of candidates, all hiring decisions are made based on merit, selecting the most qualified individual for each position.

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Newark, NJ

DHR Global is pleased to lead the search for the next President & Chief Executive Officer of the New Jersey Performing Arts Center (NJPAC), one of the nation’s premier performing arts and cultural institutions. As the centerpiece of Newark’s cultural renaissance and the most diverse performing arts centers in the country, NJPAC presents world-class arts and entertainment, delivers extensive arts education programs, and serves as a catalyst for civic engagement and economic development.

Reporting to the Chair of the Board of Directors, the President & CEO serves as the organization’s chief executive and strategic leader, overseeing all artistic, operational, financial, fundraising, and community engagement activities. This leader will build upon NJPAC’s strong foundation while advancing its mission, strengthening stakeholder relationships, driving revenue growth, and elevating its impact throughout Newark, New Jersey, and beyond.

Key Responsibilities

• Provide visionary leadership and execute a strategic plan that advances NJPAC’s mission and long-term sustainability.
• Partner closely with the Board of Directors to establish organizational priorities and ensure strong governance.
• Lead fundraising efforts, including major gifts, foundation support, corporate partnerships, and government relations.
• Oversee financial performance, budgeting, operations, and organizational resources.
• Champion artistic programming, arts education, community engagement, and social impact initiatives.
• Serve as NJPAC’s primary spokesperson and ambassador with donors, public officials, business leaders, artists, and community stakeholders.
• Lead, inspire, and develop a high-performing executive leadership team and organizational culture.
• Guide the continued growth and visibility of NJPAC as a leading national performing arts institution and community anchor.

Ideal Candidate

• Accomplished executive leadership experience in a complex nonprofit, cultural, civic, educational, or mission-driven organization.
• Demonstrated success leading multifaceted organizations with significant operational and financial responsibilities.
• Proven fundraising and external relations experience, including cultivating major donors and strategic partnerships.
• Strong financial and business acumen with a track record of driving growth and organizational sustainability.
• Exceptional communication, relationship-building, and stakeholder engagement skills.
• Collaborative, inclusive leadership style with the ability to inspire diverse constituencies.
• Passion for the performing arts, arts education, community development, and civic impact.

About the Organization

The New Jersey Performing Arts Center is one of the largest and most influential performing arts centers in the United States. Since opening in 1997, NJPAC has welcomed millions of patrons through world-class performances spanning music, dance, theater, comedy, and family programming. The organization is nationally recognized for its commitment to arts education, community engagement, and diversity, serving as both a cultural destination and a catalyst for economic development in Newark. NJPAC employs approximately 125 full-time staff members and supports a broad network of volunteers, members, donors, artists, and community partners. The organization is also advancing an ambitious campus redevelopment initiative designed to further expand its educational, artistic, and community impact.

Compensation

NJPAC offers a competitive executive compensation package commensurate with experience, including estimated base salary in mid $700,000 range, benefits, and incentive opportunities.

To Apply

Please direct all inquiries, nominations, and applications to the DHR Global team, led by James Abruzzo and Michele Counter, at NJPACPresidentCEO@dhrglobal.com.

“I had always worn pink and been really girly. I stood out in every room I was in. When I watched Legally Blonde, I was like, ‘Oh my god, I can be taken seriously.’” – The Guardian (UK)

“Given the complexity of the music, the central role of the voices and the challenging subject matter of the opera, how has it been to re-immerse in that sound world and those themes? Has [Mark-Anthony Turnage] learned anything new during the process of writing the orchestral suite?” – Bachtrack

“Growing up in Puerto Rico in the late 19th century, Arturo Alfonso Schomburg was told by his teacher that Black people had no significant history or accomplishments.” Just how wrong was that teacher? Very. – The Guardian (UK)

The unnamed 17-year-old, who’s been competing in girls’ youth divisions for several years, was enrolled as a contestant in last week’s North American Irish Dance Championships in Orlando. She withdrew after Florida Attorney General James Uthmeier threatened to pursue the competition’s governing bodies for violating state law. – Orlando Sentinel

“When Kapoor first made one of these works in Prussian blue, he was stunned to find ‘it wasn’t an empty space painted blue,’ he said. ‘It was full of blueness or, as I say, darkness. What was empty became full. How can that be?’” – ArtNet

Mid-budget and horror films had some decent rep, but trans characters? There were none in 2025 films, says a study, and all other queer rep continued to decline. – The Guardian (UK)

Where “a while” equals 900 years. – BBC

“The literate era will prove to be a brief interlude between the oral and digital ages. Reading shaped the modern mind. Its disappearance will reshape it. Cognitive scientists are starting to understand what these changes might look like.” – The Atlantic

But they seem to have been left behind. “A shareholder lawsuit, quietly filed this past week against 5&2 Studios in the Delaware Court of Chancery, alleges that some of those early acolytes were prevented from sharing in the miracle.” – Puck

The great poet of Howl and defender of free speech has one (pretty huge) legacy problem during his centennial celebration: His defense of, and membership in, the North American Man-Boy Love Association. – The Guardian (UK)

“The cleaners, represented by 32BJ of Service Employees International Union, reached a tentative deal that includes $5 an hour wage increases, a 21% increase from the current rates, by the end of the new four-year contract, as well as improved paid leave and protection for its employer-paid family health care.” – The Hollywood Reporter

But, er, don’t freak out, New York. “The building remains safe for employees and visitors, according to both the museum and the union that represents its workers.” – The Art Newspaper

“By eschewing music and narrative in favor of seemingly pedestrian motions—toe taps, limbs folding and unrolling—that don’t repeat, challenged dance tradition when it premiered in 1966. It requires performers to maintain what [Yvonne] Rainer describes as an ‘uninflected continuity.’”- Dance Magazine

“Mengestu declined to provide further details. PEN America confirmed that he had resigned and also declined to say more. The organization has been on shaky ground in recent years because of backlash from writers and activists over its response to the war in Gaza.” – The New York Times

“The math is simple. Census figures show that about 20% of the U.S. is Hispanic, yet Telemundo points to Nielsen ratings to show that roughly half the World Cup viewers in the U.S. have watched at least some portion of some matches in Spanish.” There are a number of reasons for this. – AP

After Jayson Gillham made a controversial speech about the Gaza War during a 2024 recital presented by the orchestra, the MSO cancelled his concerto engagement four days later. Gillham sued the organization in Australian federal court, claiming his rights as an employee were violated. The judge has now ruled against him. – The Guardian

As part of their broader lawsuits against OpenAI for copyright infringement for training its software on their media products without consent or compensation, the plaintiffs filed a motion accusing the company of lying during discovery by deliberately hiding evidence that its training datasets and output logs are searchable. – Variety

The open-sided Hunter Pavilion, where the Chicago Symphony performs every summer, has had changes made both for the audience (fewer but wider, ADA-compliant seats) and the orchestra players (LED lights and new ventilation to reduce onstage temperatures, improved onstage acoustics). – AP

The 88-year-old two-time Oscar-winner and acting legend says music was his first love, and Decca will release his first album, Life Is a Dream, on August 21. The disc, performed by London’s Philharmonia Orchestra under Gustavo Dudamel, includes pieces composed over the entire course of Hopkins’s adult life. – The Hollywood Reporter