Today I am following on yesterdays post about the National Endowment for the Art’s report on a dozen listening sessions they conducted this past spring and summer, Defying Gravity: Conversations with Leaders from Nonprofit Theater.
Yesterday, I focused on theater leadership’s perception that they didn’t have enough time to digest research on promising practices* and a desire to have access to big thinkers on systemic change from outside the theater world.
The sense that theater managers were feeling lost and unsure about how to tackle the challenges they were facing seemed to be the subtext of the responses the listening session participants provided. On an individual basis, I am sure these professionals generally felt they are competent at their jobs and secure in the knowledge they possess. In aggregate the responses almost painted a picture of a group that is struggling and didn’t feel equal to the task.
While the image of a harried, overworked staff has been a stereotype for theaters for decades if not centuries, some of the quotes the report includes about needing to have good manners when speaking with donors doesn’t do theater professionals any favors. I hope it was taken out of context.
As one participant said, “We’re finding it difficult to keep up with foundations or our state agencies and what their requirements are in terms of changing what panelists are looking at.”
Similarly, there was a recognized need for financial consultative services in many topic areas. These areas included how best to use existing funds, how to become financially stable, and how to price services or tickets. “Perhaps an area of expertise that we’re struggling with is that we are quickly having to learn how to be a single ticket shop,” one participant said. Another remarked: “It would be nice to also get funding for support in terms of financial advisement.”
…“If you’re asking people for money, you … have to have the good manners to speak their language,” one participant noted, “that’s something that would be helpful … if you can help teach or give our organization resources on the language that you need to keep your donors and your boards happy.” This service might help theaters to become transparent about their financial needs and current fiscal standing and, therefore, to communicate more effectively with employees, donors, boards, and other funders.
….Participants proposed using technological tools such as AI, electronic tip jars, ticketing apps, management apps, and fundraising software to help theaters increase and manage their financial resources.
…“We want investment from the tech sector to fix this, one participant said. “I wish we could do better because it’s hard enough … even to get working internet in our theaters so people can check the QR codes that we’ve given them already.”
As I mentioned in my post yesterday, there are already people addressing many of these issues but there is definitely a need for more robust and widespread education and resources on finances, ticket pricing, technology, communication, programming design and philosophy etc., in order to effectively respond to trends and expectations.
But again, as I suggested yesterday, does the availability of these resources do any good if those who might benefit most don’t feel they have the time and bandwidth (and money) to receive and use them?
*Want to give credit to Anika Tene from CreativeWest for introducing me to the term “promising practices” instead of best practices. Although it was a quick mention in a webinar she was leading, I immediately realized that the term relieves pressure on organizations to immediately implement new practices at the most effective level. Also, there is a suggestion in promising practices that these practices are not one size fits all organizations. They may be beneficial, but the value may not manifest in the same manner or degree for everyone.
"Though while the author wishes they could buy it in Walmart..." Who is "they"? The kids? The author? Something else?…