What’s It Say When Washington Post Critic Say Arts Need To Work Harder At Relevance?

by:

Joe Patti

Washington Post music critic Anne Midgette wrote a piece this week about the difficulties classical music outreach efforts face. (h/t Artsjournal)

My first reaction was one of mild intrigue since I don’t think I have ever seen a critic from a major newspaper address these difficulties which arts bloggers have been discussing for years. I took it as a sign of the way things were shifting that there was such a public acknowledgement.

Midgette was watching National Symphony Orchestra (NSO) music director Gianandrea Noseda participating in an NSO outreach to a high school. She noted that as good a communicator as Noseda is, there are some factors conspiring against his efforts.

Noseda himself, an Italian who lives largely in hotels, can’t be expected to gauge the context in which these kids live. He assumes they’ve seen “Mozart in the Jungle,” because he’s heard it’s a TV show; he assumes they’ve watched the Golden Globe Awards. A-plus for the effort to establish cultural relevancy, but as well-meaning and informative as his comments are, he isn’t telling these students why they should care about the roster of unfamiliar European male composers being thrown at them.

She cites the example from 2007 when violinist Joshua Bell played in the Washington, DC metro and no one stopped. (Long time readers may recall I was not impressed with that stunt)

Midgette goes on to say,

In the wake of that controversial performance, one busker said something that stuck with me: Musicians who regularly play on the street, from violinists to singers to trash-can drummers, learn how to connect with passersby in such a way that this doesn’t happen. Classical musicians aren’t usually trained to establish this kind of rapport, and even a born communicator like Noseda can’t do it single-handedly.

Toward the end of the article, she makes the following observation,

Outreach risks taking on a missionary, self-satisfied glow, getting caught up in the innate value of sharing such great music with those who have not been privileged to have been exposed to it. Lurking within this well-meaning construct is the toxic view of music as a kind of largesse: the idea that this music is better than the music you already like. The school concert, with all the best intentions, to some degree demonstrated that if classical music is offered in its own bubble, without context, it has little chance of really connecting with new audiences — though, as some observed before the school show, if even one student leaves with new ideas in her head, the attempt will have been worth it.

I have long supported the notion that arts training programs should include courses and opportunities for artists to develop that rapport. At my last job I started a visual arts fair whose primary motivation was to give students and community artists the experience of speaking to the general public about their art in a relatively low stakes environment.

The classroom environment is pretty safe and everyone around you speaks with the same vocabulary. That can get in the way of relating to audiences when it comes to performing professionally. Students don’t necessarily need to be forced to busk on a street corner five hours a week for a semester, though that might be effective. With a little effort, creativity and a commitment to helping students pick up relational skills they need in their careers, they could be better prepared.

Let’s also acknowledge this isn’t a problem borne solely by artists. Arts organizations in general are struggling to find the language and rapport to position themselves as relevant to audiences.

CRM Software Isn’t Strategy

by:

Joe Patti

Arts Professional UK had a great piece on developing a customer relationship management strategy (CRM). It is chock full of great resources including case studies, guides on how to choose a ticketing system and analyzing the costs of a ticketing system. It got me thinking about approaching Drew McManus about employing his web expertise to write something similar in the context of U.S. arts organizations for the ArtsHacker site.

A lot of the materials from that site appear to absolutely be useful for U.S. non-profits so take a look.

The thing that really caught my eye though was that customer relationship management (CRM) was first coined in 1995 and a lot of arts organizations are just starting to think along these lines nearly 25 years later.

Although technology is really what makes it possible to cross reference and analyze information in an effective amount of time, the heart of CRM is an organization wide investment in using the information to inform interactions with customers.

In other words, it doesn’t matter how sophisticated and informative the analysis produced by a CRM system if staff isn’t using it in decision making and conversations with customers.

As Helen Dunnett writes in the Arts Professional UK piece,

A key factor for success is embracing CRM as a strategic function that is led from the top and not seen as purely a marketing function. Being clear about the end-game and the cultural change that will be needed is important in ensuring the technology is used effectively. CRM isn’t a quick fix: the process requires a fundamental change to the way strategies are planned, budgeted, communicated and monitored. CRM has to become a way of life.

Sure, that is all well and good to say, but cost is pretty much the big factor and this sort of data processing capacity doesn’t come cheap, right?

Yep, you are right and this is how to approach that question according to Dunnett,

Cost is often highest in the minds of many arts organisations when considering an appropriate CRM/ticketing system, but there quite simply isn’t an inexpensive system that will offer the necessary functionality.

Do your research across several system suppliers and work out the cost of ownership over a three-to-five-year period. This is the best time period to test comparative cost-effectiveness,…

This becomes especially important when looking at systems that charge on the basis of a commission on the value of sales. 2 to 3% can sound like a low percentage but you need to be clear about what constitutes a sale

California Symphony–They Speak Your Language

by:

Joe Patti

I was excited to see Aubrey Bergauer posted a follow up to her original 2016 Orchestra X post regarding how the California Symphony was acting on the feedback it has received about the concert planning and attending experience. I have written about some of Aubrey’s work since then, but I was eager to see a cumulative reflection.

Unfortunately, her post came in the middle of the holiday production crunch so I only got around to reading it this week.

A couple of really interesting things that caught my attention in this latest post. First was the counter-intuitive value in leaving past events posted on the website. I always want to get the clutter of old information off my website so it is easy for potential attendees to find the information they want. While this is probably an important practice generally, for the California Symphony, leaving that information available helped bolster their credibility. She writes,

1) As the season progressed, this list got awkwardly short, especially for an orchestra like the California Symphony that doesn’t perform as frequently as our bigger-budget peers. Participants told us they couldn’t believe we didn’t perform more often, and it looked even worse when only a few concerts were on that list. 2) As they were trying to “get a sense of what we’re about,” as they said, they couldn’t really tell based on only a handful of upcoming shows

Another thing is that they started running digital ads in both English and Spanish. The Spanish ads have a link to a Spanish language landing page.

That pilot test did lead to a measurable increase in Latinx households, and so we decided to put some money behind developing the new site in both languages. Now, when we run ads in Spanish, we can link to landing pages in the same language, another step in making this important segment in our community feel invited and welcome here, as well as give them the information they need to join us.

This was not new information to me because Aubrey has been reporting her success attracting a broader audience segment on Twitter for a few weeks now.

While she didn’t report on the outcomes of the changes, her discussion of how they adjusted some of the website sections to be outwardly focused rather than inwardly focused gave me something to think about. For example, instead of “Education” as a navigation header they are using “Off Stage” with subheaders focused on kids, adults and artists. They also changed “Support Us” to the more outwardly oriented “Your Support.”

A lot of the work they did was in the area of providing background information both in their program book and website. Their program notes are more about the background of the artists and music than the technical details of the music. They have song clips and information drawn from Wikipedia available online for those who want to know more. They changed their writing style to short bullet points rather than paragraphs.

Aubrey provides the rationale behind these changes based both in research and user feedback so it is definitely worth while to read this recent post.

This Intermission Isn’t Big Enough For Bar And Bathroom Lines

by:

Joe Patti

Last month I made a post about the evolution of women’s restroom lounges resulting in a short, but interesting exchange about theater restroom facilities in Germany and Sweden.   Last week The Stage had the results of a survey of West End theater restrooms which further reinforced the fact that historical theaters have a tough time providing facilities to meet the usage habits of modern day audiences. (my emphasis)

At the 42 theatres counted, there is one toilet for every 26 people, with this number increasing to one toilet for every 38 female audience members – an indication of the under-provision of facilities for women.

At capacity, the average theatre would need a 57-minute interval – nearly three times the standard length of 20 minutes – to allow all women to go to the toilet, presuming each woman takes 90 seconds.

Note this is averaged across the 42 theatres. According to the article, “the Old Vic has just one toilet for every 56.7 women.”

They arrived at the gender specific ratios based on the finding in a 2010 survey that females comprise 68% of audiences and then applying that to the full attendance capacity of a venue.

I have no idea how they arrived at the 90 second standard for using the toilet.

Perhaps part of the problem isn’t insufficient number of toilets, it is that women aren’t as competitive as men when it comes to urinating. Put time clocks on stalls and offer discounts at the bar for finishing under 60 seconds, problem solved.

If you are planning an excursion to see shows in London, you might be better off at the National Theatre which has the best ratio of 13.3/person (180 toilets, by the way). The Royal Court and Royal Opera House hover just slightly behind that ratio.

Accessible and gender neutral facilities have worse numbers:

Another area in which theatres routinely under-perform is accessibility: 26 (62%) of the 42 theatres counted had just one disabled toilet, with two – the Ambassadors and Wyndham’s – offering no accessible toilets at all.

While most theatres cater for men and women separately, a handful, including the Royal Court, the NT and the ROH, offer gender-neutral facilities. The Royal Court is currently unique in that all of its toilet cubicles are gender neutral, meaning they are available to people of any gender.

I found that last sentence interesting because when I wrote last month about the evolution of restroom lounges, I noted that the very first public restrooms in the US were gender neutral because they were individual cubicles rather than the more communal arrangements we have today. The best approach for restrooms may be to go retro.  (I am not sure what the set up is at the Royal Court, but given that European restroom stalls tend to be enclosed floor to ceiling it is possible to offer individual gender neutral private cubicles without needing much more additional space.)