Arts deviants

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  • Wolf Brown an evaluation of the Mid-Sized presenting Organizations initiative for the Nonprofit Finance Fund. Middle-Class Arts Organizations typically have budgets of under $1.5 Million and often lack the flexibility exhibited by smaller presenting organizations and the structural financial stability of larger cultural institutions. 1
  • Wolf Brown an evaluation of the Mid-Sized presenting Organizations initiative for the Nonprofit Finance Fund. Middle-Class Arts Organizations typically have budgets of under $1.5 Million and often lack the flexibility exhibited by smaller presenting organizations and the structural financial stability of larger cultural institutions. 1
  • The Recession and the Arts II: The Impact of the Economic Downturn on Nonprofit Cultural Organizations in New York City, Alliance for the Arts, 2010 Critical Issues Facing the Arts in California: A Working Paper, James Irvine Foundation. 3. Business committee for the Arts 2010 4. “an arts organization who tries to market one ticket to an individual competes with 3-5,000 different marketing messages a person sees daily.” Ben Cameron, TED Talk http://www.hypebot.com/hypebot/2010/09/how-technology-is-transforming-challenging-the-live-performing-arts-ben-cameron-speaks-at-ted.html
  • James Irvine Foundation White Paper, “Critical Issues Facing the Arts in California” irvine.org/assets/pdf/pubs/arts/Critical_Issues_Arts.pdf
  • Look at Deviance rather than Benchmarking
  • The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems Jerry Sternin, Monique Sternin, Dr. Richard Pascale They have been discovered by members of the community Succeed in spite of the obstacles and constraints shared by their community
  • These are new practices that should be adopted to solve these problems. These practices are often developed organically by the deviants themselves.
  • Over 60% have received technical assistance Capitalization Strategy Market Research Strategic Planning Workshops and or Consultation Real Estate Planning Pricing Leadership Training and Personal Coaching Board Development
  • 1. Those organizations that have most successfully increased audiences and sustained those increases are ones that exhibit both a willingness to change programming in response to consumer interests and a commitment to contiuous improvement in engaging their audiences in ways that build both brand and customer oyalty. These organizations have integrated market research into their program decision-making, looking at constituent values and programming to those interests and preferences.
  • Converting people into board members: civic participation, alumni, turn people from constituents into board members. How to find new people. Transform the board.
  • The choice of whether or not to use volunteers is critical
  • Partnerships are essential. We are no longer siloed as institutions. Professional Associations, Serving on a board is useful
  • Arts deviants

    1. 1. PRO BONO IN THE ARTS <ul><li>A LOOK INSIDE TAPROOT'S ARTS GRANTEES </li></ul>
    2. 2. THE PROBLEM <ul><li>ISSUES FACING ARTS ORGANIZATIONS TODAY </li></ul>
    3. 3. MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET CAPITAL CAPACITY
    4. 4. MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET FLEXIBILITY
    5. 5. UNDERLYING ISSUES <ul><li>Budget Cuts </li></ul><ul><ul><li>61% in 2010 1 </li></ul></ul><ul><li>Grants </li></ul><ul><ul><li>Fewer General Operating opportunities 2 </li></ul></ul><ul><li>Business Contributions </li></ul><ul><ul><li>43% down to 28% 3 </li></ul></ul><ul><li>Market Loss </li></ul><ul><ul><li>Uniqueness of product 4 </li></ul></ul>
    6. 6. <ul><li>For Arts Organizations, we are really challenged with trying to communicate the value of Art…we need to demonstrate the ability of art to develop new ways of problem solving, and creative thinking. </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    7. 7. MISSING LINKS LEADERSHIP TRAINING NEW BUSINESS MODELS AUDIENCE KEYS TO SUCCESS
    8. 8. METHODS <ul><li>16 Taproot Grantees </li></ul><ul><li>Examined Key Issues </li></ul><ul><li>Worked with the Positive Deviance Model </li></ul>
    9. 9. POSITIVE DEVIANCE <ul><li>A METHODOLOGY FOR UNDERSTANDING SUCCESS </li></ul>
    10. 10. <ul><li>In every community there are certain individuals or groups whose uncommon behaviors and strategies enable them to find better solutions to problems than their peers, while having access to the same resources and facing similar or worse challenges. </li></ul><ul><li>Positive Deviance Initiative </li></ul>
    11. 11. POSITIVE DEVIANCE Solutions to seemingly intractable problems already exist They have been discovered by members of the community Succeed in spite of the obstacles and constraints shared by their community
    12. 12. BRIGHT SPOTS
    13. 13. AMPLIFICATION IDENTIFY DEVIANTS NEW PRACTICES PRACTICE NEW BEHAVIOR
    14. 14. RESPONDENTS
    15. 15. HISTORY WITH PRO BONO COACHING BOARD PRO BONO MARKET RESEARCH STRATEGIC PLANNING LEADERSHIP CAPITAL STRATEGY PRICING
    16. 16. RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD
    17. 17. RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD MARKETING MARKET RESEARCH HUMAN CAPITAL MARKETING HUMAN CAPITAL
    18. 18. MARKETING <ul><li>Mission Focus </li></ul><ul><li>Market Research </li></ul><ul><ul><li>Consistently examine audience needs 1 </li></ul></ul><ul><li>Adopting Social Media to Counteract Digital Competition </li></ul><ul><li>“ We know what we do and we communicate it well…It is important to be clean and focused on what you are doing and work with that” </li></ul><ul><li>- Nonprofit Respondent </li></ul>
    19. 19. HUMAN CAPITAL: BOARDS <ul><li>Board network and net worth are interchangeable </li></ul><ul><li>Board of “Friends” transition </li></ul><ul><li>Passion vs. Skill </li></ul><ul><li>Board Evolution </li></ul><ul><li>“ The greatest problem has always been the very important members of the [community] should have served on our board were engaged in other things or other theatrical activities.” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
    20. 20. <ul><li>The best thing we can know is who is on the board of foundations, [and] who controls corporate sponsorship, because [our Board] is always willing to help us. </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    21. 21. <ul><li>Two new people can change an entire board </li></ul><ul><li>-Nonprofit Respondent </li></ul>
    22. 22. <ul><li>They are well suited to govern…but I do think what they’re going to need is a solid strategic planning session…I don’t know what would be better </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    23. 23. HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Management </li></ul><ul><li>Volunteer Retention </li></ul><ul><li>Return on Investment </li></ul><ul><li>Conflicts with Unions and Service Enterprise </li></ul><ul><li>“ Because I manage in a Union environment, I have to be very careful about the perception that volunteers are taking over employee’s positions or roles. However, I do agree that we could have volunteers take on more responsibilities.” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
    24. 24. <ul><li>There is not a lot of commitment…the work that makes them useful is almost not as much as the work you get out of them. </li></ul><ul><li>Nonprofit Respondent </li></ul>
    25. 25. <ul><li>We are much more comfortable with our professional staff delivering our programs. The best thing a volunteer can do is write a check and reach out to friends so they can pay the professionals. </li></ul><ul><li>Nonprofit Respondent </li></ul>
    26. 26. DEVIANCE <ul><li>MANAGEMENT DISSONANCE THAT SPARKS CHANGE </li></ul>
    27. 27. RESOURCES <ul><li>Technical assistance </li></ul><ul><li>Use consultants wisely </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Over 60% of respondents have received technical assistance outside of Taproot’s Service Grant Program </li></ul>
    28. 28. HUMAN CAPITAL: LEADERSHIP <ul><li>Developing Partnerships </li></ul><ul><li>Coaching </li></ul><ul><li>Peer Learning Environments </li></ul><ul><li>“ I am less interested in going to networking events and participating in awards…put us in a learning environment of our peers to create a network of leaders” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
    29. 29. <ul><li>In our case, we don’t have money to pay for consultants so we try hard to reach out to organizations who will speak [with] us. I think people are willing </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    30. 30. <ul><li>We have meetings with other boards to see how they can guide or teach us a little more on how to do things strategically </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    31. 31. <ul><li>The future is about partnerships. What’s complicated is how do arts organizations and artists carve a role out for themselves in partnerships. There’s always some “ickyness” to blending that individualistic and inspired front of ideas into what can be a more defined outcome-oriented, entrepreneurial model. </li></ul><ul><li>Nonprofit Respondent </li></ul>
    32. 32. HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Corps </li></ul><ul><ul><li>Cohorts of 20 dedicated volunteers in 5 different areas. </li></ul></ul><ul><li>Actors Double as Program Support Volunteers </li></ul><ul><ul><li>Supervised by Board and Staff </li></ul></ul><ul><li>53% of respondents use volunteers to accomplish their strategic goals </li></ul>
    33. 33. <ul><li>We rely on them quite heavily. The volunteers take ownership of the place. </li></ul><ul><li>-Nonprofit Respondent </li></ul>
    34. 34. RECOMMENDATIONS
    35. 35. POST-PRO BONO TOOLS Recruiting New Board Members Manage Strategic Plan Post-Project Pro Bono “Snacks” Training
    36. 36. <ul><li>More mentorship is needed, not peer to peer, but big institutions helping smaller organizations…People desperately yearn for that </li></ul><ul><li>--Nonprofit Respondent </li></ul>
    37. 37. PEER NETWORKS PRO BONO ARTS COUNCIL SPREAD ETHIC SHARE LEARNING INSPIRE LEADERS RAISE AWARENESS
    38. 38. GROUP GRANTS <ul><li>Give grants in cohorts </li></ul><ul><ul><li>Supports peer-to-peer Learning </li></ul></ul><ul><ul><li>Creates opportunities for partnerships </li></ul></ul>
    39. 39. <ul><li>While the grant itself was obviously of great value, the technical assistance and the opportunity to share information and experiences with peers contributed to the success of the initiative </li></ul><ul><li>Jane Culbert, Marc Goldring, Dr. Thomas Wolf, An Evaluation of the Mid-Sized Presenting Organizations Initiative for the Nonprofit Finance Fund, December 2010 </li></ul>
    40. 40. FOUNDATION AND CORPORATE SUPPORT
    41. 41. FOUNDATION SUPPORT <ul><li>Prepare nonprofits for capacity building </li></ul><ul><li>Generate awareness around pro bono </li></ul><ul><li>Reward nonprofits utilizing Service Enterprise structure </li></ul><ul><li>Create more opportunities for communal learning. </li></ul>
    42. 42. FOR CORPORATIONS <ul><li>Corporations can adopt groups of arts organizations to provide a range of pro bono support </li></ul><ul><ul><li>Promotes a culture of mutual learning </li></ul></ul><ul><ul><li>Connects a corporation to a common cause </li></ul></ul>

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