70-10 Split Of Board Learning

by:

Joe Patti

I have been on a few board-staff retreats and have always been a little skeptical about whether any significant change will come from them. Admittedly, in some cases some small changes have followed the retreats which grew into larger initiatives. Big changes in governance were a little harder to achieve.

Debra Beck at the Laramie Board Learning Project provides some commentary on board learning that made sense to me. Board Retreats aren’t necessarily bad practice, but rather, as they say, needs to be part of your balanced breakfast erm, approach to board learning.

The faulty assumption is that boards can only learn if (a) they are called together for a formal training event and (b) that experience is led by an all-knowing instructor who will pour all of the “right” answers into their heads. When that is accomplished, poof. Our boards will miraculously get their act together, achieve some governance perfection, and stop holding us back.

It may sound good in theory, but there’s just one problem: not only is it not how most adults actually learn, it’s not even the way they learn best…
[…]

In an earlier “overheard” favorite links post, I referenced the 70:20:10 framework of learning, which draws on research about the role of informal adult learning. In a nutshell, the 70:20:10 model says that:

70 percent of what adults learn comes through experience and real-life situations, e.g., through project-based work, collaborating with others, trying new things, practicing more advanced skills, etc.

20 percent of what we learn comes through others, e.g., mentoring, debriefing, networking, discussion, and team tasks.

10 percent comes from formal learning events, e.g., workshops/training, e-learning, and games-based learning.

It probably won’t be too surprising to learn that Beck says boards only get better at governing when that 70% block is used to practice governance and directly observing the work of the organization.

The 20% learning from others doesn’t really involve consultants at board retreats. Rather, it involves having a mentor on the board or an opportunity to observe and discuss the processes the board uses to make decisions, including questions whether a diversity of viewpoints is represented.

It is the 10% portion that includes learning from expert sources including seminars/webinars, workshops, conferences, and of course, formal training for new board members about their responsibilities.

Debra Beck probably gets the percentages right. The hardest task to accomplish in obtaining a better board is getting all the members to work effectively and be engaged in the business of the organization. People may groan about board retreats, but it can be easier to get a fair number of people to attend than to  commit to implementing changes due to the perception (and hope) that things can be substantially fixed in the course of a few hours time rather than require the investment of many hours over the course of months and years .

Info You Can Use: Standards For Your Website

by:

Joe Patti

Apropos to my post yesterday about standards for arts marketing personnel is today’s a review of arts organizations’ online marketing efforts. Drew McManus unveiled his 2011 Orchestra Website reviews today.

Drew has been doing this for a number of years now. Bless him for it because it is a pretty time and labor intensive effort. From the number of social media reactions to the post, it is pretty evident that his efforts are appreciated by a large number of people. Drew will actually be on a panel at the National Arts Marketing Project this weekend called “Your Website Is Ugly.”

So don’t let yourself think that you can’t learn anything from the reviews, the standards he uses are applicable to pretty much anyone who is trying to communicate information and sell tickets using the internet as a medium. Basically everyone then.

The great thing to take away from the report is that you don’t need a big budget to be effective. Two of those who appear the top ten rankings are ensembles with smaller budgets.

Tomorrow (11/9) Drew will take a more detailed look at the scoring for the different organization. If you don’t have time to read the reviews, here are some of the things which kept some sites from getting better scores-

“A lack of direct buy tix links for events featured on the landing page.
-A convoluted donation shopping cart (some systems actually required users to remove ticket purchases before they could add a donation).
-A lack of search features and/or sitemaps.
-No social media share buttons on convert event pages.
-Concert calendars that displayed nothing more than an event’s name (no what/where/when details, no “buy tix” link, etc.).
-Inefficient optimization for tablet platforms.”

Now that I have a person with the time and ability to implement the solutions to some of these problems, I am forwarding Drew’s posts on to her.

Info You Can Use: Arts Marketing Standards

by:

Joe Patti

Thanks to Tim Roberts at Arts Research and Ticketing Service Australia who recently linked to UK Arts Marketing Association’s new Arts Marketing Standards. The standards outline what abilities you should have at four different stages of your career:

Level 1 – Assistant – officer
Level 2 – Senior Officer – new manager
Level 3 – Manager
Level 4 – Head of department/director

These standards are rigorous and thorough. Level 1 standards run 130 pages and each subsequent level adds about 20 pages. Actually, since some of the standards don’t apply to Marketing Assistants, there are many pages that just read “It is not anticipated that Marketing Assistants will have responsibility for…” and it isn’t as intimidating as the 130 page count may seem. On the other hand, the head of department/director has 190 pages entirely full of standards they might be expected to meet.

They also have devised some toolkits to help different entities use the standards:

Employer’s Toolkit
Marketer’s Toolkit
Trainer’s Toolkit
Job Description Templates

The employers toolkit suggests the following use for the standards:

“This booklet outlines how the standards might be used by those working as employers of arts marketers within cultural organisations across the UK to:
•Plan the marketing role/s and job descriptions needed in your organisation.
•Carry out a performance review, building understanding of where the current strengths and skills are within your marketing team and gain a clearer insight into skills gaps within the team
•Input into appraisals and planning of staff training and development

There are eight modules that comprise the full standards. I will leave the reader to explore them all. To give a sample of what is contained,  the first module, “Provide marketing intelligence and audience, visitor and participant insight” has 3 subsections the first of which is, “Assess the marketing environment.”

That in turn has three subsections, the first of which is “Map organisations within their current and future marketing environment.”

The standards for that look something like this (click to enlarge):


So the obvious question is, would these sort of standards be helpful for U.S. arts organizations to adopt?

Actually, I don’t think there is any doubt that they would. The true question would be whether they could and would be effectively applied on a large enough scale to bring about meaningful and significant change.  If so, should similar standards be developed for other roles within arts organizations?

These standards in conjunction with the toolkits might be of the most help to some of the smallest arts organizations who might have the least experience with marketing. The toolkits provide grids noting the general expectations for different positions normally found in a marketing department including box office.   It can help them construct expectations that are suitable to the needs and resources possessed by their organization and make more appropriate hiring decisions.  In other words, people may think they need a director of marketing when they need someone to perform the tasks of a manager or senior officer.

 

It’s Not A Genius Grant. It Might Actually Be Much Better

by:

Joe Patti

I just got around to reading up on some of the new granting program initiatives the Doris Duke Charitable Foundation has recently announced.

In the interests of correction right from the start- Contrary to what I retweeted last week, the Doris Duke Leading Artists program is not their version of the MacArthur genius grants. Program director Ben Cameron explicitly makes that point. Sorry about that.

There were a number of things Cameron wrote that I was pleased to see a major foundation acknowledging (my emphasis):

Does project support force an artist to follow through with the production of a work that may be, after exploration, of less interest or less feasible than originally envisioned? Do regrant programs by their very nature favor projects that can garner consenus from a panel (a sort of comfortable middle) and disadvantage less conventional, more extreme or riskier work that an artist might wish to do? How can programs encourage more artistic risk while still acknowledging and supporting “failure” or “dead ends” that can be celebrated for their lessons, without necessitating further investment of production resources? With so many grants offered at nominal levels, how can an artist piece together a life of economic dignity? And now, with so many artists approaching their latter years, financially unprepared for retirement, have we been derelict in not supporting longer-term artist life needs and more aggressively helping artists prepare for this phase of life?

In an earlier paragraph, he acknowledges that foundations often establish long term relationships with organizations, but infrequently with artists, even those who are well established. In a later section, he refers to the amount of gratitude artists exhibited upon receiving an additional $10,000 no strings attached grant as “frankly, depressing in the knowledge that an unrestricted grant of $10,000 could be both so extraordinary and so life-changing for so many.”

One of the problems that I and other blogs have frequently discussed is that grantees often feel like they have to report everything turned out as good, if not better than anticipated in the grant proposal. If only grants did have the magical power to contravene the effects of real life, they wouldn’t be needed as frequently and in as large sums as they are. I was pleased to see a funder say they realized what the reality was. Overall, I was happy to see that they had decided to make a commitment to bolstering support to artists into their retirement.

The only thing that gave me pause was that the foundation decided to select recipients of support in their Doris Duke Leading Artists program from the pool of past grantees. Given that they had started to wonder whether their past selection process might reward mediocrity over risk taking, it seemed a slightly flawed approach. But honestly, there isn’t much alternative to deciding to how to make the awards. Besides, Cameron never suggests that the artists being awarded grants might be lacking in talent, only that the granting process encouraged highly talented people to moderate their ambitions.

The Leading Artist program is the one that most excites me, even though I won’t be remotely eligible. Even though the grant is for less money and there are more requirements for how it is used than the MacArthur genius grant, my claim that it might be much better stems from the potential change it represents in the approach to supporting artists. If successful, this program might become a model for other funders much as the programs of other foundations have provided the inspiration for the three that Cameron introduces.

It may also engender the idea that a healthy artistic practice involves some investment in one’s work, some effort in audience development and some investment toward retirement. (my emphasis)

“Recipients will receive an unrestricted grant of $225,000 over a three to five year period—a schedule to be determined by the artist recipient. An additional $25,000 will be available to the artist specifically to support work around audience connections or development. And a final $25,000 (which must, however, be matched by the artist) will be available for retirement purposes, bringing DDCF’s potential investment to $275,000 per artist.

We’d like to make clear that there are things these grants are not: They are not life-time achievement awards. They are also not “genius” grants, nor are they project grants. They are investment grants, designed to offer support with minimal administrative burden to exemplary professional artists who are dedicated to work in the nonprofit sector and with maximum flexibility and empowerment for the grantees.”

The second program is Doris Duke Performing Arts Fellows “these awards acknowledge that there are artists who have yet to achieve the same level of recognition as their colleagues in the Leading Artist category, but who nonetheless might have significant impact on their fields.” These people will be chosen by anonymous nomination with 20 grants awarded annually for each of the next five years. The awards are scaled down in both time and amount, but are meant to be used for the same purposes – creation, audience connections and retirement.

The third program is somewhat intriguing to me as well. Doris Duke Artist Residencies is meant to address a perceived adversarial relationship between artists and arts organizations by providing funding to essentially find a better way to do things.

“…All of these organizations can create residencies for artists, not only from within their fields but for artists from outside their disciplines. While a theater can clearly request support for a playwright or actor, a dance company can request a dancer or choreographer, and a jazz organization can request a musician, a theatre could instead request a dancer, a dance company could request a playwright, or a jazz organization could request a videographer. This flexibility allows for the possibility of important, cross-disciplinary learning.

…Ours is instead about supporting a partnership between an artist who wishes to explore and reimagine institutional life and behavior, and an organization willing to open itself to that exploration. It is also about reimagining how an organization and an artist connect to their community and supporting a pilot effort to behave in new ways. And, they are about the creative engagement of audiences in ways which give the organization and artist an equal stake.

As such, we recognize that these residencies will not be of interest to everyone. Those looking for a traditional artist in residency program will inevitably be disappointed that this initiative does not support those efforts, even while we support them through other initiatives in our grant portfolio.”

What I appreciate about this program is that it appears to be trying to give artists and organizations some breathing room and security to experiment as partners some new ways to engage audiences. This program will be open to applications some time in Spring 2012.