Preparation
Hearts and Minds
Preliminary
Engagement Working Group
Where community engagement is not deeply ingrained in the organization, a small group will inevitably be the catalyst for change. The means of this group “finding” each other can be as varied as each organization. Some individuals are probably already aware of like-minded colleagues. Others can be identified by sharing short articles or examples and gauging the enthusiasm with which their peers respond. [See more . . . .]
Organizational Assessment
There is one, and only one, first principle in effective engagement with communities: believing engagement is a good thing—for the organization, for the community, and for art. Commitment must be unanimous (or nearly so). Otherwise external communities will sense the ambivalence and engagement efforts will be less than fully effective. [See more . . . .]
Engage the Core
With a clear understanding of the “state of engagement” in the organization, the working group can prepare plans to expand the base of support beyond its own membership. [See more . . . .]
Commitment
Individuals
Organization
Training (after preliminary preparation)
Working with Communities
What You Don’t Know
The Pursuit of Equity
Necessary Skills
Planning
Consider Means of Connecting
Connect via Content [NB: Spectator/Participant mix]
Connect as Social Catalyst
Connect as Community Citizen
Determine Mix of Audience Development, Audience Engagement, and Community Engagement
Identify partner communit(y)(ies)
Minimize Degrees of Separation
Categories
Geography
Demography
Identity
Affinity
Identify guides & ambassadors
Create internal engagement structure
Re-vision Functions: Keep It Simple
Programming (Via Content: Application of Means of Connecting)
Presentation
Traditional Offerings: Engaged Promotion
Engaged Repertoire Selection
Eventually: Community input on themes, ideas
Participatory Activities
Development: Marketing and Sales; Fundraising
Process
Initially
Public-Oriented Marketing (as opposed to artcentric marketing)
Engaged Promotion of Typical Offerings
Eventually: Relationship-Based Marketing
Divisions
Communications, Sales, ResearchL Interactions redesigned to enhance relationships
Fundraising: Reimagine possibilities as a means of accessing broader pools of funding
Education
Evaluation: Evaluating Community Engagement
Finance (Resource allocation in the organization)
Governance: Board members as resources for engaging communities
Public Policy/Advocacy
Partnering
Develop/enhance relationships
Current stakeholders [See more . . .]
[Meet]
Talk
Listen
Explain
Reassure
Inspire
Work: Partners in the Process
Ambassadors (key community members)
New Communit(y)(ies) [See more . . .]
Meet
Talk [Questions: Listening to Serve]
Work
Maintain relationships
The arts industry is event-oriented, if not event-obsessed. Our principal contribution to public life is in the presentation of events. On the very deepest level we are “do-ers.” There is an inbred impatience with anything that delays doing. This is why, when discussing the process of building relationships with communities, a common question is how to “exit” the relationship when the event is over. To be clear, the relationship building process that is the essence of community engagement should not be ended except in the most extreme of circumstances. [See more . . .]
Anticipation-Event-Memory
It is every marketer's dream to create word-of-mouth enthusiasm for events they promote. There is even a relatively recent term, supported by social media, for describing the ideal–FOMO: fear of missing out. [See more . . .]
Relationships Checkup: Regular (at least annual) review of/checkin on engagement relationships.
Repeat Meet-Talk-Work