Community engagement is NOT audience development. Any arts administrator whose livelihood depends on ticket sales and who doesn’t understand this is operating under a dangerous misapprehension.
Audience development (more accurately referred to as marketing) is about selling tickets. Community engagement is about engaging with the community. The two are related only in that they involve communicating with people outside the organization. Beyond that, they are utterly different things that don’t belong in the same administrative category. Executive arts leaders who put them in the same category risk doing considerable damage to their organizations.
Marketing is driven by dollar goals. Its value is determined by the extent to which it delivers a reasonable return on investment. Marketing may cost a lot of money to do, but it generates measurable results – far in excess of what’s spent – and those results typically demonstrate that the expenditure is worthwhile. There simply is no more efficient way to earn revenue than through smart, sensible, strategic marketing.
Community engagement, meanwhile, has no dollar goals. Its success is measured by the quality of the community relationships. Community engagement costs a lot of money to do, but since it doesn’t generate revenue, it doesn’t cover its costs and must be paid for by the organization or its funders. Engagement proponents suggest that new arts audiences will one day arise from engaged communities, but in the absence of clearly delineated goals, strategies and metrics, this is just wishful thinking that has no real impact on near-term bottom lines.
When arts organizations devote marketing resources to engagement efforts, they may be supporting noble causes, but they are steering valuable resources away from revenue-generating endeavors that are crucial to their organizations’ sustainability. Marketing directors could easily give chunks of their marketing budgets to homeless shelter painting classes, free concerts in the parks or elementary arts education, but that would be fiscally irresponsible. The marketing department isn’t a charitable arm of the organization; it’s there to sell tickets and earn revenue. If community engagement means that arts organizations are supposed to serve as pass-through community charities, that may be fine, but funneling the money through the marketing department is foolish and potentially suicidal.
But what about the mission? Shouldn’t the marketing department support the organization’s mission to become more fully engaged with the community? Yes! The marketing department should support the mission by generating the maximum amount of revenue it can, given the resources it has. The marketing department’s ultimate priority is to generate the sustaining revenue the organization needs to fulfill its mission. If that mission includes engaging with communities for the sake of engaging with communities, that’s all well and good, but the engagement activity should emerge out of a department that has been created and funded expressly for that purpose. Otherwise, it threatens to bleed resources away from, and therefore undermine, indispensable core functions.
And what about engaging with the community to sell tickets? Can’t we attach dollar goals to our engagement efforts so they’re more productive? Yes. Absolutely. But that’s not community engagement, that’s sales. If you are doing sales, you should call it sales so there’s no confusion over how and why you’re doing it, or what the relationship is between the investment and its projected return. Say, for example, your sales department has decided to target law firms (sales) but your executive director says you need to focus on community center bingo games (engagement). Because you’ve elected to do sales, you’ll have financial projections on hand to explain why the law firms offer a dependable return and why the bingo games, by comparison, no matter how warm and fuzzy they may look on the grant applications, are not a fiscally responsible use of your departmental time and resources. (If your ED insists on the bingo games and says it’s a mission-oriented priority, make sure she agrees to cover the sales shortfall from someone else’s budget.)
I wrote last week about a job advertisement I saw for a “Chief Marketing and Community Engagement Officer,” which was a perfect illustration of the damage that can be done when arts organizations conflate marketing and community engagement. Engagement should have only the most tenuous relationship with marketing, but here they were combined into one person’s job title, which means this job is a train wreck in the making. Who knows where else this is happening or how deeply this engagement-as-audience-development misconception has penetrated the industry?
I sense Doug Borwick‘s hackles rising right about now so let me say this: Community engagement is an absolutely essential idea that is destined to become a saving grace for struggling arts organizations. Traditional arts institutions have allowed themselves to become disconnected from the communities they serve and reconnecting through meaningful engagement is likely to be their best chance for survival. And, yes, community engagement will one day eclipse marketing as the ultimate way to make arts organizations optimally responsible to, and thus more relevant, useful and valuable to, their communities.
But engagement is a large, expensive undertaking that can’t be handed off to the marketing department just because they’re the ones who talk to people outside the organization. And it can’t be a buzzword that’s cavalierly slapped onto someone’s job title to make the foundations believe their mandates are being followed. And it can’t be just the next fad that academics and policy wonks talk about at industry conferences but that organizational leaders shove in a corner and ignore. Community engagement is a gravely important responsibility that traditional arts organizations will have to take seriously – and make room for – if they’re going to survive. And it’s something the funding community will have to be prepared to pay for for a very long time because right now, and for the foreseeable future, it does not pay for itself.
There are a lot of things that smart arts marketing professionals can do to attract new audiences, but until community engagement proves itself capable of delivering reasonable monetary returns, it doesn’t belong on the list.