How's your health?
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What changes do you need to make for optimum organizational health? No FitBit required! In this session, presented at the 2017 AAM Annual Meeting and Convention, experts from the National Center for Arts Research and TRG Arts to examine ways to measure and improve organizational health. Using a new free tool, participants will have the opportunity to get individual organizational health scores, discuss what they mean and how they compare to their peers, determine which metrics are most applicable to their organization, and how to change their work to get results. Walk through a process of identifying marketing, attendance, virtual participation, expenses and earned revenue strategies and challenges, as well as examples of data-guided, sustainable change.
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How's your health?
- 1. Photo by Garen Meguerian (CC BY-NC 2.0) Presented by Zannie Voss, National Center for Arts Research Jill Robinson, TRG Arts How’s your health? 2017 AAM Convention
- 3. No FitBit required! Today A. Examine ways to measure organizational health B. How metrics drive a decision-making tool C. Work out: make plan to shift metrics
- 5. do you measure at your organization? What
- 6. matters in the museum sector? What
- 7. Partners and our Model of the Arts & Culture Ecosystem Public Arts Funding CommunityA & C Organizations
- 8. Total # of offerings people per offering In-person attendance People Per Offering
- 9. Art Museums offer more than 2x more programs than all performing arts sectors, and attract more than 2x the number of attendees. 171 753 428 322 468 1,081 741 1,167 826 919 454 ARTS ED ART MUSEUM COMMUNITY DANCE MUSIC OPERA PAC ORCHESTRA THEATRE OTHER MUSEUM GEN PERFORMING ARTS People: 92,057 Offerings: 124 People: 192,681 Offerings: 256 Museums of every kind, like every sector except Music, served fewer People per Offering over time PEOPLE PER OFFERING INDEX People: 140,139 Offerings: 153
- 11. Museums spend comparatively less in marketing to bring in each attendee RESPONSE TO MARKETING INDEX $2.92 $6.82 $2.73 $13.32 $6.28 $8.72 $6.96 $2.34 Art Museums Dance Music Opera PACs Symphony Orchestras Theatre Other Museums
- 12. Relational revenue Membership revenue Total expenses Individual contributions Individual contributions Total expenses Relational revenue Individual contributions
- 13. Museums are not unlike other sectors on the percentage of expenses supported by earned revenue… ..and earned revenue from relational customers, but they rely on earned revenue from sources other than admissions more than other sectors. EARNED REVENUE INDEX AND EARNED RELATIONAL REVENUE INDEX 49% 60% 40% 45% 73% 50% 56% 53% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Art Museums Dance Music Opera PACs Symphony Orchestras Theatre Other Museums 6% 6% 5% 13% 5% 13% 14% 6% 49% 60% 40% 45% 73% 50% 56% 53% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Art Museums Dance Music Opera PACs Symphony Orchestras Theatre Other Museums
- 14. 4% 8% 5% 10% 3% 6% 4% 3% 4% 8% 12% 13% 8% 13% 9% 4% 0% 5% 10% 15% 20% 25% Art Museums Dance Music Opera Performing Arts Centers Symphony Orchestras Theater Other Museums Trustee Contributions Index Individual Contributions Index In some sectors, more people give. In others, fewer people give more of the organization’s total support. …and they are comparatively lower in the level of expenses covered by current donations from individuals and trustees. Numbers above bars indicate the number of donors. TRUSTEE CONTRIBUTIONS INDEX AND INDIVIDUAL CONTRIBUTIONS INDEX 17 1,131 21 4,540 9 308
- 15. HOW METRICS DRIVE A DECISION-MAKING TOOL
- 16. do we stack up?How
- 17. What drives high performance? Key Intangible Performance Indicators: KIPI Dashboard What explains average performance? What was performance? Averages by sector, size, & geography (NCAR Report Editions) Example: Question: “How Many People Attend per Dollar Spent on Marketing: Response to Marketing?” Index: Total in-person attendance/Marketing expenses Key Intangible Performance Indicators: KIPI Dashboard Driving Forces (NCAR Report Editions) Averages by sector, size, & geography (NCAR Report Editions) SMU National Center for Arts Research Advancing the arts through evidence-based knowledge
- 18. Attendance Arts & Cultural Sector Expected Performance What drives performance? What Factors Help Contextualize Expectations
- 19. Performance Can be Explained by Context Attendance Sector, size, age, square footage, …; community characteristics, availability of public arts funding Getting to a Level Playing Field
- 20. Attendance What drives high performance? Key Intangible Performance Indicator (KIPI) The Power of That Which You Cannot Count Systematic Under-/Over-Performance (i.e., the KIPI) streams." "The [X organization] has realized how to leverage its brand to create more consistent revenue streams." “We surveyed want." “We surveyed audiences and ‘quality’ was the number one reason they come. It’s the same reason we can hire the artists we want." “It’s about getting your mojo working.”
- 21. KIPI Dashboard What’s your organization’s story, relative to organizations like yours nationally? Of all the measures to focus on, what are your top 5? What are your strengths? What areas do you want to invest in? How might you use this information, and with whom? In what areas could you use help?
- 23. ASSESS THE METRICS. PLAN TO TAKE ACTION.
- 24. No FitBit required! Today 1. People per offering 2. Relational revenue 3. Individual contributions 4. Response to marketing 0. Data Capture Rate
- 25. Marketing Operations Development Guest Services Curatorial Volunteer Executive Membership
- 26. Do you know my name? Capture it. Photo by Dondy Razon (CC BY-SA 2.0)
- 27. Data capture rate (%) # of new patrons for whom you have full contact info Total # of new patrons 1,700 10,000 17% Data Capture Rate
- 28. Photo: Rising Damp (CC BY 2.0)
- 29. Total # of offerings people per offering In-person attendance People Per Offering
- 32. Measure marketing impact What’s working? 1. Track by media type Measure by relative performance 2. Focus on areas with best return on investment Direct marketing vs. mass media 2. Use behavioral targeting Who’s most likely to respond?
- 33. Relational revenue Membership revenue Total expenses Individual contributions Individual contributions Total expenses Relational revenue Individual contributions
- 34. E X H I B I T S S A L E S F U N D R A I S I N G S P E C I A L E V E N T S M A R K E T I N G P A R K I N GThe Patron Experience: What it is. Patron
- 35. Patron Services Marketing & Development Front-Line Staff Artistic/ Curatorial The Patron Experience: What it should be. Patron
- 36. EXPENSES ROI
- 38. JILL ROBINSON, TRG ARTS ZANNIE VOSS, NCAR If you have further questions, email LetsTalk@trgarts.com or artsresearch@smu.edu. www.trgarts.com mcs.smu.edu/artsresearch Thank you!