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Dance 101: How your arts organization can survive the recession
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The Art of the Turnaround: Creating and Maintaining Healthy
Arts Organizations, by Michael M. Kaiser,
President of the Kennedy Center. From Amazon.com.
Arts groups are probably the most imperiled organizations in today's economic climate. "Arts in Crisis," a lecture/discussion presented by Michael M. Kaiser, President of the John F. Kennedy Center for the Performing Arts, provided leaders of Charlotte's arts community with practical advice for piloting their organizations through the recession.
Mr. Kaiser's talk, presented today at the Booth Playhouse of the Blumenthal Performing Arts Center, attracted leaders of Carolina arts groups including North Carolina Dance Theatre, the Charlotte Symphony Orchestra, Blumenthal Performing Arts Center, and the University of North Carolina School of the Arts.
Mr. Kaiser discussed ideas from his book, The Art of the Turnaround: Creating and Maintaining Healthy Arts Organizations. The book describes Mr. Kaiser's success in transforming debt-ridden theaters and dance companies, including the Royal Opera House, American Ballet Theatre, Kansas City Ballet, and Alvin Ailey American Dance Theater, into solvency. Some of his suggestions include:
"You cannot save your way to health." Don't scrimp on quality programming and marketing.
Plan your programming three to five years ahead, and promote specific programs in advance to generate excitement and support. Even in a recession, compete harder for quality programming and fresh repertory. "Don't be boring." Don't present the same programs as everyone else (Romeo and Juliet, Cats, Phantom). Be relevant.
Marketing is only effective if the programming is excellent.
Evaluate your board members for the organization's needs. Board members should be individuals who are knowledgeable and enthusiastic, and who can reach their community for the art. Don't choose your board members for their past service history, name recognition, position in the community, or ethnic diversity.
Recruit hard for individual season subscribers. In most arts organizations, 65% of the funding comes from individuals, not foundations and government grants. Faithful subscribers' support fluctuates less in a volatile economy than do foundations and grants.
Pursue joint ventures and partnerships with other arts groups. For example, American Ballet Theatre partnered with San Francisco Ballet to present Othello, thereby cutting their expenses 50%.
Change your geography. Take your group on tour to a city that does not have a symphony or a professional ballet company.
Don't raise ticket prices to generate more income. It disenfranchises your audience. Mr. Kaiser gave this example: Tickets to an opera at the Met run $350 each. For the price of two good seats, you can buy a computer and watch your favorite opera singers on YouTube for free. To fill theater seats, ticket prices must be affordable.
Use free marketing sources such as local TV programs and talk shows. Use social networking tools on the Internet.
Use incentive-driven fund appeals, such as matching grants. Donors are more likely to give if they know their dollars will be multiplied.
Remember that arts education and programming go hand-in-hand. For example, the Kennedy Center offers a free performance to the public every day, featuring different arts groups. The Center also hosts a free day-long Open House Arts Festival in the fall, with different arts groups performing on all stages. It's a way to expand visibility, be more accessible, and generate new audiences and supporters. All industries and businesses need creative thinkers, so arts education is essential.
For more information: Michael Kaiser's book is available through the Arts in Crisis link of the Kennedy Center's web site. The page also features a video of Mr. Kaiser's presentation.
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