Joe

 

Of all the materials we hand out at the Ignite seminar, the Presentation Scorecard tends to get the most use. We hand it out to all the participants on the first day, and then we hand copies of the Scorecard to the outside evaluators on the last day. The Scorecard lists ten areas where participants are evaluated. Of those ten areas, the Creative Offering receives the greatest amount of attention, both inside and outside the classroom.

When I asked Emy Imoh what she learned from Ignite, she talked about the elements of the creative offering. These elements — the mission, the vision, the value proposition, etc. — become part of the justification used to determine pricing. But, as Emy said, it requires peeling back the layers. Sometimes this process takes longer than six weeks, but it can happen with the help of fellow classmates, class facilitators, friends, colleagues in the field, and others.

It’s just one more reason to register today for Ignite.

 

The Ignite seminar includes many lessons that help artist-entrepreneurs along in the path to forming a business plan. But somewhere midway through, we take a moment to discuss another skill that is important for many artists in the field: negotiation.

In week 3, we discuss some of the important elements of a negotiation, and how an artist can prepare for one. There are many misconceptions about what happens in a negotiation, and who is a good negotiator. In the seminar we cut through some of those misconceptions, and we talk about ways to build trust in the course of the negotiation process so that both parties build value for one another.

Following the lesson, everyone is given some homework: to prepare for a mock negotiation that will take place the following week. Negotiation skills may not be part of an artist’s business plan. But they are essential for any artist looking to earn a living wage from their work.

We’re looking forward to teaching this seminar again in March. Enroll today to save your spot!

 

Producing videos can be a big hassle. To do it right takes some combination of money, time, and effort that most of us don’t necessarily have. So it really takes having the right combination of a little expertise, an efficient process, or a grant.

On Wednesday, February 22, let’s get together for the next TechsmARTs gathering. We’ll have two special guests joining us: Kevin Gillese, Artistic Director of Dad’s Garage; and David Tyberg, a musician with Atlanta-based Steampunk rock band, The Extraordinary Contraptions. Kevin, David and I will all have stories to share about how each of us have used video to connect with new audiences and build communities of support for our respective missions.

As you’ll find out from this panel, we’ll have a variety of stories to tell and lessons to pass along. Kevin will share the story of Dad’s Garage TV, and David will relate his experiences of recording live shows to video for The Contraptions YouTube Channel. I’ll also discuss some of our recent experience with using a single video to fulfill multiple goals: to promote an offering and connect more stakeholders to mission.

The Center for Puppetry Arts graciously offered their space, and we’re looking forward to bringing TechsmARTs back there!

Please join us, February 22 at 2:30, at the Center for Puppetry Arts for a conversation about producing videos. RSVP today to let us know you’ll be there!

 

One issue widely considered important, but rarely discussed is access. How can arts organizations — especially those with small budgets — provide access to a larger pool of audiences through inclusion practices? How can technology facilitate reach and engagement?

A couple of weeks ago C4 Atlanta held its bimonthly TechsmARTs gathering to discuss this very issue. We gathered a special panel of guests, including:

Douglas Scott of Full Radius Dance facilitated the discussion.

Many thanks to the panelists, and to 7 Stages for hosting!

 

This coming Friday the C4 Atlanta Action Team will deliver a presentation, called “Why Arts Organizations Should Collect Data.” We’ll not simply discuss why data collection should happen, but also how to make it happen. Adam Natale of Fractured Atlas fame will join us during that session to talk about some of the exciting data initiatives happening on the national level and how they will benefit those organizations and regions who choose to participate.

Adam will also give an additional presentation this Friday, “The Artist’s Survival Guide.” For that presentation, Adam will discuss many of the resources available to help make the lives of artists and arts organizations a little easier.

To whet your appetite a little for these two presentations, I recently had the opportunity to interview both Adam and Jessyca for some podcasts, hosted by our friends at the Foundation Center:

The Artist’s Survival Guide: Preview and Register
Why Arts Organizations Should Collect Data: Preview and Register

Both of these sessions are an investment in your time only.

Many thanks to the Foundation Center for organizing and hosting this event. We look forward to seeing you on Friday morning!

 

Last night we attended a public arts forum with Mayor Reed. As always, any time we get to sit in a room with an elected official — no matter whether we agree with the official’s policies and positions — in such an intimate setting, it is a privilege. We would like to first take this moment to thank Mayor Reed for his time and attention, and for receiving the challenge the community offered him to more strongly stand for the arts.

Among the many comments yesterday, two stood out to me precisely because they seemed to be among the least welcome comments in the room while they were spoken.

The first person appeared to be the youngest one in the room — she stood up in response to the question, “What role does art and culture play in supporting quality of life?” During her speech, she was ignored by some in the room. Perhaps its because the youngest among us are also those with the least access to money or other resources. Granted, she was not the most eloquent person to speak (and nor was I when I spoke, quite frankly). But she offered concrete examples of some of the ways citizens have used the arts as a tool for community improvement.

And this is the point I believe she was getting at: that the arts serve as an effective tool for citizen engagement — whether through community festivals, public art (temporary or permanent), productions, and so on. Some art is produced and presented by professionals, and some art is produced through collaborations with audiences.

This is why there is no “silver bullet” or “unified theory” type of answer as to why the arts are important. As a tool for civic engagement, artists collaborate with people in many sectors of the economy for a wide variety of community benefits: quality education, crime prevention, economic development, and so on. I believe this was part of the speaker’s point.

The second person who caught my attention made what seemed to be some of the most controversial remarks in the forum. He stood up to answer the question, “What type of infrastructure does art and culture need to support initiatives noted above?” He spoke forcefully of the burden of having to go through a lengthy and expensive process to obtain a liquor license for his for-profit improv theater space. It’s probably an understatement to say that his remarks didn’t quite meet with approval from the rest of the audience for a number of reasons — more reasons than I could adequately describe here.

However, I do want to bring out a larger point from this remark. I believe it is one that affects everyone who works in the arts, whether for-profit or non-profit. It happens very often in forums like these that we tend to compare our city’s arts ecosystem with those in other cities. “Chicago does ABC — why don’t we?” “Austin does XYZ — why don’t we?” Comparisons like these are fair, and should be sources of inspiration. Whether in our comparisons to other places, or in our own right, we should never apologize for aspiring to become a better city, a better region, or a better state.

It is in that spirit that I would offer comparisons between Atlanta and the sort of city or region we would like for this place to become. Georgia is one of very few states where non-profit arts organizations must charge sales taxes. This, of course, is an economic burden on those who choose to participate in the arts — and these taxes disproportionately affect those who are least able to afford them. This policy also limits the number of options arts administrators have in choosing the best ticketing software for their companies.

Atlanta also burdens its arts industry through euclidean zoning ordinances that have the effect of separating arts organizations from the communities they are meant to serve. Why should art spaces only exist in commercial or non-residential districts?

To put it succinctly, there is a point here that could very well be argued: that Atlanta’s artists and arts organizations are taxed more, regulated more and funded less than their peers in competing cities. We do not have the data to make this argument unequivocally, but it is an argument worth considering. After all, there are also ways Atlanta competes favorably with New York City — much love to New York, but y’all don’t have everything.

Our job, as we see it, is to help make Atlanta a more interesting place for artists. But we’re humble enough to say out loud we can’t do it all ourselves. That’s why we look to the best practices found in other cities and form partnerships with other service providers to offer the best services at the lowest cost to the community.

We also look to you for your leadership and support. It’s one thing for us to say as a community that more funding is needed. And it is needed; we must continue to demonstrate how much value we create for our communities, even as we tend to capture very little of that value. But it’s also another thing entirely to generate additional support from the public by keeping our base of support motivated. It is not enough to create a strategic plan that relies on the miracle principle to sell more tickets.

As a tool for civic engagement, the arts are clearly important to the life of our communities. Support for the arts creates a super-multiplier effect that goes unappreciated when its not adequately measured. Let’s work together to make a strong case of support. In these tough economic times, it’s more important than ever to make the case, rather than excuses.

 

Where does Atlanta’s arts community stand in terms of patronage? For the first time, we have community-level data that gives us a glimpse at enough of this picture to draw some pretty significant conclusions. Community data was compiled by TRG Arts. Thank you, TRG!

Using data from 18 participating arts and culture organizations from the Atlanta region, we’ve found:

  • Atlanta’s arts and culture organizations serve the entire community, not just a few groups here or there.
  • Audiences and patrons for Atlanta’s arts and culture institutions come from all 50 states.
  • The largest concentration of arts audiences can be found in Atlanta’s northern suburbs, including Cobb County, North Fulton County, and Gwinnett County.

Granted, the data from the Arts and Culture Census is not yet complete. In fact, this initiative has only just begun. So far, between the 18 participating organizations, there are 370,671 households accounted for. Over the coming three months, more organizations will join in the Arts and Culture Census.

At C4 Atlanta, we believe that data can be used not simply for “measurement,” but to help arts organizations create real relationships with their audiences. That means each organization should have real facts about who they serve, not just supposition. That also means we, as a service organization, should also have real facts about who we serve.

PDF: More Info and Data (Charts Included)

If your organization’s data is not represented here, take a moment to learn more about the Arts and Culture Census. Then please feel free to contact us to see if participation would be right for you.

 

One of our most-often requested topics of discussion for TechsmARTs has been on ticketing. What factors should organizations take into account when they are evaluating and choosing their ticketing software?

So when we held a panel discussion yesterday on ticketing, we decided to try something new: we recorded the audio from the panel discussion so that we should share the conversation with more than just those who were in the room.

The discussion covered a nearly surprising variety of topics related to ticketing software. Who should be involved in the decision-making process? How can you protect yourself from potential pitfalls? What outside resources can you find to help you choose the right system for your organization?

One important resource mentioned several times in the podcast: the 2011 Ticketing Software Satisfaction Survey, published by Technology in the Arts.

I’d like to give a huge round of thanks to Nicole Jones from PBA, Ron Evans from Group of Minds, and David Dombrosky from the Center for Arts Management and Technology for their candid discussion and for sharing their insight. I hope you enjoy listening, and feel free to add to the discussion!

 

Statistics may be defined as “a body of methods for making wise decisions in the face of uncertainty.” — W. A. Wallis

How often do you find yourself making assumptions about your patrons, and basing your marketing decisions on those assumptions? It’s a fair-enough practice, considering that you do not always have all the information you need to prove your assumptions right (or wrong).

One of the most powerful tools offered in the Arts and Culture Census is the crossover report. Take a bunch of aggregate data, fold it over onto itself, and use the results to smash your most firmly held assumptions. But what does that mean?

Take, for example, your patrons. How many of them come back, and how often? Out of all your audiences who saw “Sweeney Todd,” how many of them saw “A Christmas Carol?” How many of each of those audiences were donors at your hundred-dollar level?

You may or may not already know the answers to these questions. The tools offered to you in the Arts and Culture Census are easy enough to let you create these reports in just a few mouse clicks.

But if you could only use your own data in these reports, that wouldn’t tell you a whole lot. With each additional participating organization, you get access to create crossover reports that compare your patrons with those from other organizations — or even from the field as a whole.

How many visual arts patrons are also theatre patrons, or music, or dance? The answers may surprise you. And it’s those surprises that provide you with valuable information for your marketing efforts.

Crossover reports will provide you with insight into potential new audiences. These reports help you discover the largest crossover areas between your patrons and those of other organizations and disciplines. Using that information, your organization can save money on more targeted outreach efforts in promoting to new audiences.

 

Over the past several weeks we’ve been working on putting our application for 501(c)(3) status together. In tandem with that effort, we worked on our What We Do page, which synthesizes our work over the past five months.

We met with major arts funders, stakeholders, peer organizations from other communities, and many others to find out the needs of the community, what opportunities exist to meet those needs and how we can best apply our core competencies to those opportunities. We adapted this Business Model Canvas to better fit the reality of C4 Atlanta becoming not-for-profit and applied what we learned to the canvas.

Ultimately, everything we do must work toward mission fulfillment. The mission we follow must not only express what we do, but it must also express our highest aspirations of what we aim to do. And at this early stage of C4 Atlanta’s development, it’s natural that our mission will evolve.

We reported recently through our Facebook page that we changed our mission. And we hope that this will give a more full explanation of the change.

Our old mission: “To cultivate a healthy, creative ecosystem dedicated to the continual advancement of sustainable artistry.”
Our new mission: “To build a foundation of research, technology and education for a sustainable, creative economy in the Atlanta region.”

Before, we had an idea of what we wanted to do, but not how to accomplish that mission. After working through our environmental scan, we reviewed our mission and saw that it already needed an update. (On a side note: if you poll enough consultants in the field, you’re likely to find just as many opinions on when a mission statement should be written and when it should come under review.)

The old mission made use of the word, “cultivate,” which is what the “C” in our name stands for. We made a conscious decision to remove that word from the mission, even as we are keeping what we call the C4 Model (more about that in a later post). We are still in our formative stages, so we must focus, instead, on building a solid foundation. The foundation is where we are starting — research, technology and education. These are the three core competencies found within the C4 Atlanta Action Team. For now, we must leave other community needs to others in the community.

We also, in what may seem to be a significant shift, removed the word “artistry.” This reflects part of our vision, another topic we’ll flesh out in a later post. Whereas before, we sought to “cultivate a healthy, creative ecosystem,” we now seek to “build a foundation … for a sustainable, creative economy.” This is a shift that moves us away from serving a sort of ethereal ecosystem and toward engaging in the more tangible act of economic development. To put it briefly, part of our vision is to see that the arts are more fully integrated into the Atlanta region’s economy, and that professional artists have a better chance at thriving in our region’s economy.

Our mission will continue to evolve over time — and we hope the evolution will be expansive. Today, our service area is the 24-county Atlanta region. Some day, we will likely remove the geographic scope of our mission. In addition to strengthening our existing core competencies, we hope to develop new competencies so that we may remove “research, technology and education” from the mission statement and become an arts service organization in a much broader sense of the term.

C4 Atlanta’s programming is made possible with support from …

Programming is supported in part by the City of Atlanta Office of Cultural Affairs