Monday, May 27, 2013

Want to Engage Me? - then Entertain Me


Good morning.
“And the beat goes on......................

In response to dramatically changing circumstances - from demographics to technology, from revenue streams to artistic needs, from audiences and supporters to internal organization and governance - we are on the cusp of trying to re-imagine how we can survive and thrive.  Everything is on the table.  Nothing seems anymore sacrosanct.  We aren’t exactly sure what path to take, what approaches to embrace - but there is a growing resolution that change is needed.

As we explore ways to become adaptive to what amounts to a very new and different world, we have internalized the thinking that artists, arts administrators, arts organizations - all of us - must learn to be nimble, flexible, able to dart in and out of myriad other sectors with skill and confidence, able to relate to all the other influences in the world (or at least the various “communities” in which we find ourselves.)  Rigidity - in systems, structures and most of all, in approaches to creation and problem solving, is the culprit.  We now talk in earnest about pluralistic curation, cross platform dialogues, the replacement of rigidity in defining boundaries with transparence and flexibility, the end of hierarchies and clearly defined specialties in favor of a new vision of multi-tasking.  In the past, we use to call this becoming lean and mean.

If there is a single overarching governing theme for all of this effort, it seems to be “engagement”. We want to engage artists and have them engage their publics, we want to engage our sponsors, stakeholders, donors, volunteers, staffs, boards and anyone else we interact with.  We want to engage our communities and, of course, our audiences.

We mean many things when we use the umbrella of engagement.  It refers to what some argue is the critical mandate to make connections within our communities - so as to become relevant, so as to reach out and become involved with the disappearing audience, so as to cooperate and collaborate across disciplines and platforms.  It refers to the involvement of audiences as active participants (though participants in what is often undefined).  It refers to somehow relating the transformational possibility of the arts to (not non-believers), but to the unbelievers; the agnostics rather than the atheists.

Engagement as a theory is a very big tent.  Something for everyone and then some.  And therein lies some of its problem - its’ lack of definition; its’ lack of standards and measurement; its’ mass attraction but the difficulty of its application.  Like art itself, I guess you are suppose to know it when you see it.

I must admit I am confused about what we mean when we put forth “engagement” as the dominant approach for all our efforts.  At its’ simplest, the definition is to “hold the attention of” or to “induce to participate.”  Hmm, I would have thought we were doing that all along.  But obviously we mean to do that now on a deeper level, perhaps more systemically - in ways we haven’t yet explored. Who can disagree that being more engaging is a good thing.  The devil, of course, is in the details.  And I have a problem with the ambiguous, indefinite meaning behind the concept.  And, from my reading of widely conflicting viewpoints, I think the sector is unclear on a consensus meaning too.

Take one small thread of the larger “engagement” tapestry - audiences.  The theory which has become the common currency of all our approaches is that we need to better engage our audiences. How?  The answers seem to suggest increased relevance, more direct community involvement, more avenues for direct participation by the audience, employment of the full array of technological opportunities from simple dissemination to social networking and beyond, and pollination of cross sector interests - presumably if not in the art itself, then in everything leading up to the art and coming after.  Noble, lofty pursuits all - but amorphous and non-specific in the particulars.

I wonder if we aren’t getting a little too enamored with engagement, at least on the levels we seem to be embracing it. Please don’t get me wrong, I am one of those who supports the concept, and who wholeheartedly embraces the notion that we must be much more sophisticated in our competency at being “nimble” if we are to survive.  I am not suggesting we abandon the efforts to engage audiences in the value of the arts on the deeper levels of what Bill Ivey termed the “expressive life”; nor that we eschew efforts to engage various communities in concerns specific to them. But I also wonder if we aren’t rushing to don the cloak of engagement as we not so long ago rushed to embrace Richard Florida’s panacea of the creative community, and that in the process we are giving short shift to the simple pleasure of being entertained by the arts.

We talk a lot about the transformational power of the arts.  How even a single arts experience can impact a life and change a person’s thinking, perspective and even behavior.  I have no doubt of this.  I have, as have countless others, experienced that power.  I have been moved by a painting, a musical piece, a dance performance.  And nothing has had more power in changing my life than the written word.  CamusMyth of Sisyphus wherein he deconstructs what he said was one of the two main philosophical questions of life - suicide - had a profound impact on my thinking. And while that treatise was powerful, it paled in comparison with Shakespeare’s Hamlet soliloquy which addressed the same question in all its manifestations in only three hundred words or so.

But those transformational moments are few and far between. Different for everyone, yes.  But for the most part people do not avail themselves of the arts for those moments.  Those moments don’t happen every time one is exposed to the arts. Selling the arts as “good for you” is like telling a six year old to eat their carrots because they are good for you; true as it may be - it is not a persuasive argument.

What I never hear in all the talk about engaging our audience is any mention of our “entertainment” value.  I enjoy going to arts performances.  Some are excellent, some boring.  I go not to be engaged on some deep level, but really to be entertained. Entertainment as a concept is anathema to us.  Being entertaining is low brow, something that appeals to some baser instincts, hardly worth the effort of the arts.  We are above that - more meaningful and important than that.  We are “transformational”. Yet being entertaining ought to be at the centerpiece of engagement efforts, because that’s what people want.  They want a diversion, they want to be amused, they want to escape, they want to enjoy the experience.  If you really want to engage people, you have to entertain them.  We eschew the very idea as unworthy of our efforts.  Our mantra has been that it isn’t the job of the arts to give people what they want.  We give them ‘art’.   But those who defend that position fail to appreciate that ‘art’ - at least art that has resonated with the public - has always been entertaining and enjoyable.

Entertaining doesn’t have to mean mindless, base, insipid  or any other negative thing.  Note that I am not arguing that artists should be guided in their creative efforts by some maxim that they have to be entertaining.  But I am suggesting that if we want to more richly engage audiences, then the entertainment factor cannot be ignored.  Artists can do what they like. Audiences can come or stay away - and, unfortunately, they are increasingly staying away.

Much of the art that has meant something to me over a lifetime - whether an exhibition or a performance or something else has invariably been entertaining - a diversion, fun, enjoyable. Whether or not the artist had any notion of engaging me, my concerns, the community, or whatever - I was entertained by their creativity. I enjoyed myself.  Isn’t that enough?  Must I have had a profound epiphany, a life altering experience in order to be engaged?  Must it all have meaning?  Must the artist have meant to use ‘art’ as a tool to be relevant, to address community concerns?  Must their motivation have been to impact behavior or even just thinking. Isn’t it enough for the artist to simply ‘create’, and if it meant something to some of us - all to the good?  We sell ourselves short by excluding being entertaining as part of the mix.

I go to the movies.  Not as much as some people, but a dozen times a year or more.  Many of the movies are disappointing.  I accept that going in; it’s entertainment.  I go to more movies than arts performances for the simple reason that it is easier - more convenient and cheaper.  I don’t have to get dressed up, I don’t have to drive far, I can go pretty much on the spur of the moment, parking is often free, and the cost of admission (while getting more and more expensive all the time) is still relatively cheap.  I get some of the same benefits of going to an arts performance - the camaraderie of friends at a social outing, the possibility that something may stay with me, and I am engaged in the movie theater.  Is it transformational?  Not very often, but sometimes it is.  Yoda’s remark to a young Luke Skywalker as he mentally levitates Luke’s spaceship out of the muck , when Luke says:  “I can’t believe it” and Yoda replies “Yes, and that is why you fail” was as profound an epiphany to me as was my first viewing of Van Gogh’s The Harvest.  Movies are entertainment, and I think qualify too as ‘art’; indeed, we include film as part of the wider arts.  But as an industry, the movies wouldn’t fare well at all, if the only concern in green lighting a project were that it engaged the audience on deep levels, or that it addressed the concern of specific communities.

How do we make the arts more entertaining?  I don’t know, but it ought to be a goal. (Here's one example:  The Rijksmuseum in Holland had an idea:  "Let's bring the art to the people and then, hopefully, they will come to see more - at the museum. They took one painting of Rembrandt's from 1642, "Guards of the Night" and brought to life the characters in it, placed them in a busy mall and the rest you can see for yourself here .")

We seem to rely too much on the "classics" - be it theater or opera or symphonies or whatever.  Unless you are a Thorton Wilder devotee (or your son or daughter is in a high school performance) how many times can you see Our Town and still be entertained.  I saw the Godfather again for the first time in years, and it was a joy to watch again, but if my local movie cineplex offered it every week I wouldn't be going. Where is the original programming?

We do lots of studies with our audiences.  We survey them, put them in focus groups, query them on why they don’t come more. What we ought to be doing is spending more time with those who are not in our audiences - ever - asking them why they don’t come at all.  My guess is that beyond issues of convenience, time and cost, one of the primary reasons is that their expectation is that they won’t be as entertained as the other options available to them.  This is part of the crux of our challenge. People aren’t going to eat carrots if they don’t like them, even if they are good for you. The Arts are good for you argument is a precarious foundation on which to pin our future, at least as a strategy to expand the audience.  Even if we can keep every audience member we already have (and it appears we aren't) , it simply won’t be enough for the future of our sector.

Another assumption of engagement as related to our audiences seems to be that people want to be more involved, participate more, in the experience.  I’m not sure what that means exactly.  Do people want to have some role in the creation process?  Do they want to have some extra in-theater role as a play or dance piece is presented?  While I believe in the theory that people want to act as their own curator in the process of experiencing art or the arts, and that certainly applies to the employment of new technologies, I don’t know if that means they want something more than having some art presented to them from which to choose.  I go to the theater or a dance performance or a music concert to have artists present their vision to me.  I want it to be entertaining on some level.  More often than not, it is.  I am perfectly satisfied with that role.  I don’t necessarily want an expanded role or relationship.  If it addresses some critical community or societal need, ok. Great.  But it doesn’t have to.  If there is a transformational aspect for me personally, great.  But that is a bonus.  Does that mean I am now an aberration?  Even if people who do not really want a much deeper and higher level of involvement is a declining percentage, the question is whether or not that percentage is still large enough that we ought to take into consideration their preferences.  Engagement means as many different things as there are people.  Do we pick an approach and just go with it to the exclusion of those that aren’t within that cohort?  Risky business that.

In a wonderful Op-Ed piece written by Notre Dame Professor of Philosophy Gary Gutting, puts forth the view that the real purpose of higher education ought to be “engaging students in certain intellectual exercises”.  (Thank you again to Thomas Cott’s blog.  What would I do without his unearthing so many thoughts for me to access).  But college students are a captive audience, and the higher education setting allows for engagement to be somewhat controlled.  Not true for our audience development efforts to attract the people who never come to our offerings.  Even if engagement with communities to embed the arts more in their concerns is a valid approach to audience expansion to those who never come to our events, I think we can’t ignore the value of being entertaining to the success of those efforts.

If we aren’t entertaining - not by our definition or standards, but by the definition and standards of the people who don’t come to see us, then I think we are in deep trouble. WE have to do the adapting, not those we want engaged with us.  We have to give some credence to what engagement means to the people we are trying to engage.  And on many levels, a large portion of those people simply don’t care about how we relate to our communities, whether or not we play a meaningful role in addressing the challenges of social justice, health care or any other purpose we may want them to internalize.  They want to be entertained.

It seems a bit of a conceit to ascribe what is important to people based on our projections of what they should think.  It is virtually impossible to expose people to the power of the arts to give them a sense of the great pleasure of intellectual and aesthetic fulfillment, if you can’t get them to partake in the arts in the first place.  There remains in the public psyche the feeling that the arts are not really all that entertaining.  Not true, but a persistent mindset that stifles all our attempts to truly engage those we most want to reach out to -- those who never come to our performances and exhibitions.  Maybe I am just dense and the value of ‘entertainment’ is inherently woven into the whole concept of engagement - so essential as not to even need identification.  But then why isn’t it more discussed?

I am also concerned that as we grapple with the new realities and altered circumstances beyond our control, and sincerely and genuinely try to move with the changing tide, that we are become too enamored with our own newly created vocabulary and lexicon.  I fear that, except in academic circumstances where it may be entirely appropriate and even necessary -- on the daily playing field, even just with each other -  we are beginning to blur our understanding of what we talking about by our fascination with “big” words to describe “vague” concepts.  Engagement seems to mean very different things to different people.  If it is to be one of our governing principles, we need at least some consensus of what it means.

Cross section this, shared commonalities of whatever, paradigm shifts, curatorial engagement.  Sure, we know what this all means, but it does get confusing and there is a great danger in assuming that what someone else thinks it means is the same thing you think it means.  (I am as guilty of this as anyone.)  And it has the unfortunate consequence of making us appear even more elitist and distant from the ‘common man’ in the street.  Making it all too complex on its surface and too academic (at least in the way the public can access our dialogues - and the public can now access every field's dialogues), and the net result is anything but engaging.  I wish we could talk a little straighter with each other - not dumb it down - but make it all easier for everyone to be on the same page by jettisoning the growing addiction to a vocabulary that, while it sounds elegant and erudite, is really not improving our understanding of just what the hell we mean.  I think of myself as reasonably intelligent, but I am constantly reading reports, studies, opinions, articles and more - and coming away with the sinking feeling that I am not sure, at all, what is being said.  The differences of opinion on 'engagement' - its' meaning, application and even the reasons why it makes sense are all over the map.  I am reminded of the sage advice:  “Keep it simple, stupid!”

Have a great week.

Don’t Quit
Barry

Monday, May 20, 2013

Announcing the Dinner-vention Party Guest List

Good morning.
"And the beat goes on............"

The Dinner-vention Party - Jammin' at Djerassi

Last fall I announced the Dinner-vention project - a fantasy made reality Dinner party to gather a dozen of the best and brightest of the up and coming thinkers and leaders in our field to discuss, in depth, a topic of critical importance to our field, and share this group's thinking and (most importantly) specific, new ideas on how to address the challenge embedded in that topic. We invited you to submit the names of possible guests. Click here for that original blog post.

The response was huge.  We got over 350 suggested names from across a wide sector of our field - enough really for twenty dinner parties.  Our advisory committee culled the list down, and we made the final selection of the twelve guests.  Our number one criteria in the selection was people who have gained a reputation for new, innovative and creative thinking in dealing with all the challenges we face, but who haven't yet fully gotten recognition for being the rising stars they are.  We also wanted to make sure we had a fair representation of the diversity in our field - including discipline or interest area, geography, gender and ethnicity.  We believe we have a great table.  The decisions were not easy as we had so many great names from which to pick.

Margot Knight the Executive Director of the Djerassi Resident Artist Program - a world class artist resident facility in the hills overlooking the Pacific Ocean south of San Francisco graciously offered to host the event.  Djerassi is an extraordinary facility, in a stunningly beautiful setting, and we thought it made perfect sense to hold the dinner party at an arts venue rather than a hotel, so we accepted Margot's generous offer.

I am very excited about the group of people that will be at this dinner.   They all have exemplary bona fides, significant accomplishments in their work, meaningful platforms from which they have already garnered substantial influence and recognized critical thinking capacity.

The dinner guests themselves are in the process of determining what one or two topics on which they will focus at the dinner event.  Once that determination has been made, I will share it with you all. Each dinner guest will be drafting a brief outline of some of their preliminary thinking on whatever topic is finally selected, and I will be posting those briefing papers on my blog over the course of the summer.  We intend to have in-depth conversations with, and among, all of the dinner guests so that we productively use the limited discussion time to cogently present new thinking.  As stated in the original blog post, we don't want another rehashing of the points with which everyone is already familiar.  And we don't want another opened ended discussion that fails to suggest solutions or answers to the challenges on our plates.

The Dinner-vention party will be held at Djerassi on Friday, September 6th.  We will video tape the dinner conversation and, after the event, put the video on my blog (probably broken into segments to be posted on my blog over a week or more so as to make it easier to watch) to share with everyone the ideas and thinking of the dinner guests.  My hope is that the guests can put forth some compelling thoughts on the topic and that their thinking will stimulate further discussion and dialogue across the sector.  I hope this inaugural dinner might be the first of many to come over the years.

I want to thank all of those who suggested names.  Part of the original blog post promised that we would hold a random drawing of all those who suggested names for the dinner guests and the winner of that drawing would be invited, as our guest, to attend the dinner and observe the proceedings.  WESTAF has conducted that random drawing, and we will be extending the invitation to that person this week.  I will announce that name as soon as I have their acceptance.

I want to thank Shannon Daut for all of her help in the launch of this project, the members of our advisory group (Ian David Moss, Mitch Menchaca, Richard Evans, Nina Simon, Ron Ragin and Gary Steuer) and Laurel Sherman at WESTAF for her help with all the logistics to date.  And I want to especially thank Anthony Radich at WESTAF for his tireless help and his support for the project, without which it simply would not have been possible.

Here then are the names and thumb-nail bios of the the invited (and confirmed) dinner guests (in alphabetical order):

The Dinner Guest List:

Salvador Acevedo
Salvador Acevedo is an executive, consultant, and researcher who helps link the social capital of organizations with business opportunities for growth. Acevedo is interested in the commonalities that connect people and communities—whether collective experiences, shared perspectives, or points of arrival—and he applies these commonalities to develop strategies that are beyond multicultural and are, instead, truly intercultural. He has worked with numerous educational institutions, corporations, and foundations on projects ranging from consumer intelligence to organizational transformation. Acevedo is a regular speaker at conferences around the country on topics of cultural participation, cultural competence, and demographic and technology trends. He is a recipient of the 2008 Latino Business Leadership Award, presented by the San Francisco Hispanic Chamber of Commerce, the San Francisco Business Times, and Wells Fargo. Acevedo earned a master’s degree in communications from Universidad Iberoamericana in Mexico City and a diploma in marketing from the University of California, Berkeley and is certified by Research in Values and Attitudes, Inc. (RIVA, Inc.) as a qualitative market researcher.


Tamara Alvarado
Tamara Alvarado is the director of community access and engagement for the School of Arts and Culture at the Mexican Heritage Plaza. From 2003 to 2008, Alvarado served as executive director of MACLA/Movimiento de Arte y Cultura Latino Americana in San Jose, California. From 1999­ to 2003, she served as program director for Washington United Youth Center, a partnership between Catholic Charities of Santa Clara County and the city of San Jose. She is a member of the board of trustees of WESTAF and is president of the board of directors for ACE Charter Schools in the Mayfair neighborhood of San Jose. Alvarado is also the co­founder of the Multicultural Arts Leadership Initiative, a leadership-development program for people of color working in arts, culture, and entertainment. A traditional Aztec dancer for the past 13 years, she is a member of Calpulli Tonalehqueh Danza Azteca of San Jose. Originally from Escondido, California, she holds a bachelor’s degree in Spanish literature from Stanford University.


Kimberly Howard
Kimberly Howard was appointed to manage the Oregon Cultural Trust in 2009. Previously, she was managing director of Portland’s Interstate Firehouse Cultural Center and education/outreach director for Artists Repertory Theatre. She has served on the board of Business for Culture and the Arts and currently represents Oregon on WESTAF’s Regional Multicultural Advisory Committee. Howard is an accomplished actress with credits in New York, the Williamstown Theatre Festival, and several Portland theaters. She continues to perform with Portland area theaters, most recently Artists Repertory Theatre, Profile Theatre, Base Roots Theatre, and Literary Arts. Howard holds an MFA in acting from Columbia University and has taught theater at Walla Walla College.

Marc Bamuthi Joseph
Marc Bamuthi Joseph serves as director of performing arts at the Yerba Buena Center in San Francisco, where he is active in the areas of performance, arts education, and artistic curation. In the fall of 2007, Joseph appeared on the cover of Smithsonian Magazine as one of “America’s Top Young Innovators in the Arts and Sciences.” He is the artistic director of the seven-­part HBO documentary Russell Simmons presents Brave New Voices and is an inaugural recipient of the United States Artists Fellowship, which annually recognizes 50 of the country’s “greatest living artists.” He is the 2011 Alpert Award winner in theater, and he was one of 21 artists to be named to the inaugural class of Doris Duke Artists in 2012. Joseph has developed several poetically based works for the stage that have toured across the U.S., Europe, Asia, and Africa. Joseph’s current evening-­length project, red, black & GREEN: a blues, is among the anchors of the Kennedy Center’s 2013-­2014 programming season. He is the founding program director of the non­profit Youth Speaks and is a co­founder of Life is Living, a national series of one-­day festivals designed to activate under­-resourced parks and affirm peaceful urban life through hip hop arts and focused environmental action. After graduating from Morehouse College in 1997, Joseph earned a master's degree in education from San Francisco State University.

Lex Leifheit
Lex Leifheit is the executive director of South of Market Arts, Resources, Technology and Services (SOMArts), a hybrid of a cultural center, arts-service provider, co­working space, and contemporary gallery. Founded in 1979, SOMArts has a history of nurturing small and mid­sized culturally- specific organizations as well as counterculture arts movements, such as the first Burning Man exhibition in 1994. At SOMArts, Leifheit has established programs such as the Commons Curatorial Residency and Feast of Words: A Literary Potluck. She also has served as a member of the steering committee for the development of San Francisco Bay Area Emerging Arts Professionals and was a member of the Emerging Leaders Council of Americans for the Arts from 2007–2009. She previously held positions at the Eugene O'Neill Theater Center, Wesleyan University's Center for the Arts, and the Green Street Arts Center. Leifheit received her master of arts degree in liberal studies from Wesleyan University and attended Drake University, where she received a bachelor’s degree in theater performance.

Clayton Lord
Clayton Lord is the vice president of local arts advancement for Americans for the Arts. In that role, he works to further the goal of making all of the arts accessible by empowering local arts agencies, service organizations, civic minded arts institutions, artists, and patrons to make the arts more relevant to their communities. Previously, Lord worked at Theatre Bay Area, where he created a robust audience-development and research program, including the Bay Area Big List, the Free Night of Theater, and the DataPoint Research program. Lord is a prolific blogger at ArtsJournal.com/NewBeans and has edited and contributed to the work Counting New Beans: Intrinsic Impact and the Value of Art for Theatre Bay Area. His essays and research papers, many of which center on issues of equity, access, and impact around art in America, have been published in Artivate, ArtsBlog, Theatre Bay Area magazine, HowlRound, In Dance, Stage Directions, and other publications. Lord holds a bachelor’s degree in English and psychology from Georgetown University.

Nina Simon
Nina Simon serves as the executive director of the Santa Cruz Museum of Art and History, where she led an institutional turnaround based on grassroots community participation. She teaches in the University of Washington Museology graduate program and is the author of The Participatory Museum (2010) and the popular Museum 2.0 blog. Previously, Simon worked as an independent consultant to over 100 museums and cultural centers around the world. She has been described by Smithsonian Magazine as a “museum visionary” for her audience-­centered approach to design. She began her museum career as an experience-development specialist at the International Spy Museum in Washington, D.C.. Simon holds a degree in electrical engineering from Worchester Polytechnic Institute in Massachusetts.

Devon Smith
Devon Smith is the director of social media and analytics at Threespot, a digital engagement agency in Washington, D.C. that builds online tools and interactive experiences for clients. At Threespot, Smith leads a staff of social media managers and digital analysts who help clients build long-­term, high-­value relationships with their constituents and measure the impact of those connections. Smith has recently led engagements with clients such as the Smithsonian Institution, BBC America, UNICEF, Pew Charitable Trusts, and Planned Parenthood. She has spoken at numerous conferences, covering topics from social fundraising and online personal branding to social media metrics and an industry-­wide social media survey. Smith has worked for the Corporation for Public Broadcasting, World Science Festival, Actors Theatre of Louisville, and arts organizations across the U.S. in marketing, development, and general management roles. She holds an MBA and an MFA, both from Yale University, as well as two bachelor’s degrees from the University of Washington.

Kristin Thomson
Kristin Thomson is a social researcher, musician, and organizer and a consultant for the national nonprofit Future of Music Coalition (FMC), which advocates on behalf of musicians. Thomson co-­directs FMC’s multi­method Artist Revenue Streams research project, which is examining changes in musicians’ sources of income. Thomson joined the Future of Music Coalition in 2000 and served in a number of roles ranging from project management and research to overseeing event programming, including Future of Music Policy Summits from 2002 to 2006. She was also the primary author of Arts Organizations and Digital Technologies, which was released by the Pew Research Center's Internet and American Life Project in 2013. Thomson holds a bachelor’s degree in sociology from Colorado College.

Margy Waller
Margy Waller is an advocate for the creation of community through the arts. She is a Senior Fellow at Topos Partnership, a national strategic communications research organization; founder and current serendipity director of Art on the Streets; and a leader in the transformation of ArtsWave, a non­profit arts-advocacy and support organization. Previously, Waller was visiting fellow at the Brookings Institution with a joint appointment in the Economic Studies and Metropolitan Policy programs. Prior to her work at Brookings, she was senior advisor on domestic policy in the Clinton/­Gore White House. She is also a non-­practicing lawyer and a photographer. Waller is a graduate of Northwestern University and The Ohio State University Moritz College of Law.

Meiyin Wang
Meiyin Wang has served as the associate artistic producer of the Public Theater’s Under The Radar Festival since 2006. The Festival presents new and cutting­-edge theatrical works from the U.S. and around the world. Working alongside festival director Mark Russell, she has produced seven international symposia; overseen the presentation of over 100 productions from over 17 countries; and supported artists such as Nature Theater of Oklahoma, Reggie Watts, Elevator Repair Service, and Young Jean Lee. Wang was the lead curator of ArtsEmerson’s TNT Festival 2012 and was an associate producer of Radar LA 2011. Wang is a recipient of the Theatre Communications Group’s Nathan Cummings Foundation Young Leader of Color award and is part of the TCG network of intergenerational leaders of color. Born and raised in Singapore, Wang served as resident playwright and director with Singapore Repertory Theatre before coming to New York. She has directed at the Singapore Repertory Theater, HERE, Brava, and Joe's Pub. Wang holds a bachelor’s degree in political science and theater studies from Yale and an MFA in directing from Columbia University.

Laura Zabel
Laura Zabel is the executive director of Springboard for the Arts, an artist- ­led economic development agency based in Minnesota. Springboard provides programs that help artists make a living–and a life–and supports programs that help communities tap into the resources that artists provide. Springboard's projects include Community Supported Art, which is based on the community-supported agriculture model and connects artists directly with patrons, and the Artists Access to Healthcare program, which was awarded the 2010 Social Entrepreneur's Cup. Springboard sponsors the Irrigate Project, a national model for how cities can engage artists to help reframe and address major community challenges and that organization also provides entrepreneurship training and other resources to artists and communities. Zabel recently received the Visionary Leader award from the Harvard Club and Minneapolis Council of Nonprofits. She has been one of the Minneapolis Business Journal's “40 Under 40” and Minnesota Monthly’s “Twelve Minnesotans Who Can See the Future.” She serves on advisory boards for the Knight Foundation, Twin Cities LISC, and the University of Kansas. Zabel is a frequent speaker at conferences, including the Aspen Ideas Festival. Zabel has a bachelor’s degree in theatre from the University of Kansas.

I believe this is an absolutely extraordinary guest list.

More to follow.

Have a great week.

Don't Quit.
Barry




Sunday, May 12, 2013

Fundraising - Even More To Think About


Good morning.
“And the beat goes on................”

Fundraising.  Yikes.  It’s taking more time, often yielding weaker returns.  The challenges are daunting.

Consider these factors we face:
  • A continuing weakened economy.
  • A decline in the percentage of the total of all philanthropic donations going to arts organizations.
  • Increased competition from other worthy causes for scarce donor dollars.
  • Declining audiences and corresponding revenue.
  • A generation whose philanthropic priorities and preferred means of donating remains unclear.
  • Anemic success in expanding corporate or business support.
  • Stalled earned income from ancillary sources such as merchandising, and a failure to make meaningful inroads into those revenue streams.
  • A culture wherein fundraising is the most territorial of all endeavors by an individual organization, and wherein there often isn’t even consideration of whether or not some collaborative effort might yield greater returns for all the participants.
  • Limited foundation dollars and changing priorities.
And now more troubling news:

A recently released joint report from Compasspoint and the Evelyn and Walter Haas Jr. Foundation entitled UnderDeveloped - a National Study of Challenges Facing Nonprofit Fundraising, describes the challenges as follows:            
“For years now, there has been widespread concern in the nonprofit sector about premature turnover of development directors, lengthy vacancies in the role, and the seemingly thin pool of qualified candidates from which organizations can choose. The development director is commonly labeled a “revolving door” position, and “the hardest to fill and retain” by executives, board members, funders, and capacity builders alike. Moreover, the challenge of assessing development director performance when so many factors influence an organization’s fundraising success can leave executives and board members suspecting—but uncertain—that they could raise more money with someone else in the role. At the same time, development directors frequently lament the lack of consistent attention to fund development from executives, staff, and board members, rendering their job a frustrating set-up.”
The report goes on to note that:
“Development experts have long cautioned that having a skilled development director is not enough. Beyond creating a development director position and hiring someone who is qualified for the job, organizations and their leaders need to build the capacity, the systems, and the culture to support fundraising success.” 
 Further, the report notes that too many organizations do not have:
  • Skilled, trained Executive Directors that are active critical participants in the ongoing fundraising process.
  • Boards that appreciate, and accept their role as fundraisers.
  • A culture of philanthropy that transcends the entire organization.
  • An investment in technology and other resources enabling it to function at a high level in the fundraising arena.
In a separate study: Time, Treasure, Talent:  Priority Confusions on Nonprofit Boards, posted by Colleen Dilenschneider conducted by the private company Impacts, at which she works,  on the role of Boards and Staff in the discharge of fundraising responsibilities comes this key finding, echoed by Executive Directors interviewed in the UnderDeveloped report above:
“Nonprofit board members grossly overestimate the importance of their own time and talent, and believe personal philanthropy to be the least of their responsibilities in the “time, treasure, talent” continuum.”
"Grossly overestimate the importance of their time and talent."  Bottom line: Too often Boards don’t want to be actively involved in, let alone accept responsibility for, raising funds.  In my opinion, all of the other issues attendant to Boards are frankly secondary to the Board’s fiduciary duty to insure the financial health of the organization, and that means they must be part of the development process (not just oversee it).  But too often they aren’t.  THAT is a major problem for the whole sector.

So here is a summary of the state of the fundraising operations in our field:
  • A pervasive attitude that fundraising isn’t really part of the mission of our organizations.  
  • The erroneous belief that all we have to do is hire a good Development Director and that absolves anyone / everyone else in the organization from worrying about raising funds.  Too many organizations never even bother to identify the realistic source(s) of new cash flow and support.  Hiring a Development Director whom you believe is highly experienced and skilled in writing and securing grants from foundations may be useless, if your organization is already near the maximum grant awards it can likely receive (and, yes there usually is a ceiling beyond which it is highly probable that there simply isn’t more foundation money for your organization). If there is more potential in expanding the pool of big donors, then what you ought to be looking for in a Development Director is someone with experience and skills, as well as a successful track record, in developing that source of income.  We don’t think like that.  We think more in general and generic terms of what we look for in a new hire.  Wasteful.
  • We eschew realistic job performance measurements in evaluating Development Directors.  And we make the mistake of thinking that the more we can offer in compensation, the better candidate we will attract.  Irrespective of how much they are paid, an increasingly higher percentage do not meet expectations (which is very likely not entirely their fault as those expectations are unrealistic).
  • A false belief that the pool of talented Development Directors is ample to meet the demand.  Look at the Jobs sites -- endless seeking of Development Directors, too few to meet the demand.
  • The belief that the pool of Development Executives is actually more skilled and talented than in fact, it may be.  Two or three years experience, a degree, and all the enthusiasm in the world, does not make for a successful performance.  
  • High turnover and long term vacancies in the post, and increasingly dissatisfied and frustrated people in those positions.  How can we expect to have happy, satisfied performers in these positions when essentially we say:  “Here Sisyphus - push this rock up to the top of the hill.  No actually, push it over the hill
  • Boards of Directors are unclear on their role as fundraisers and frequently unwilling to accept that role in any event.
We need to look at the whole (and big) picture in order not to come up with band-aid, piecemeal solutions.  We need to question every component in the whole food chain of the fundraising process:
We need to take a new and different approach to Development Directors:
  • How we train them.
  • How we support them.
  • How we recruit and retain them.
  • Defining more precisely where each of our organizations has the greatest potential for adding revenue streams, and hiring to those challenges rather than hiring to some nonexistent generic ideal.
  • What we look for in a candidate. 
  • How we measure their performance. 
  • How we integrate the fundraising function into the whole fabric of the entire organization and into the process of raising funds.
  • How Boards can (finally) accept a fully responsible role in the process.  
We need to look long and hard at:
  • Our historical dependence on both public and foundation support.  Our advocacy efforts have, at  best, kept us alive, and not much more.
  • Whether or not we can reliably count on our past earned income sources as audiences and donor giving declines. 
  • How we manage competition within our sector and what unbridled growth vs.  managed shrinkage of the sheer numbers of our organizations may mean.  We can’t just continue to allocate an inadequate pie to ever more people in line.
  • Whether or not real collaboration in fundraising efforts has a place or is a waste of time.  If we aren’t willing to work in concert to address some of these problems, and everyone is to be essentially on their own, let’s just say so, and stop wasting time living a fantasy that we are in this together.
There are no easy answers to any of this.  But we need to spend more time examining the whole process and facing some hard realities.  And we probably need to re-consider some fundamental changes in the basic assumptions underlying our approaches.

Have a good week.

Don’t Quit.
Barry