Operating Support
ACHF Arts Access
Increase artistic excellence through a 10% expansion of the production budget, with a particular focus on stipends for contracted artistic personnel. We evaluated our success through post-production evaluation surveys, the completion of which was required of all contracted artistic personnel. The quantitative portion of the survey asked personnel to score the quality of lights, set, overall production, etc., on a scale from one to five. The results were compared to previous surveys. The qualitative portion asked designers to talk about their experience, how they felt about their work as part of the production team, and to give suggestions for improvement. We found the qualitative input we received to be much more useful than the quantitative results of the surveys. 2: Broaden audience by increasing individual attendees by 10% through the expansion and refinement of current marketing plans and strategies. Outcome success was evaluated by the number of individual attendees. We evaluated the success or failure of the planning efforts through staff and board conversations, both group and individual.
Lyric Arts increased its total production budget by 39%. Stipends for contracted directors, designers, and other artistic personnel increased by 42%, making our rates more equitable with what is offered in the rest of the seven-county metro area and allowing us to hire highly qualified personnel for every production in our season. We were also able to spend more on supplies and equipment. Based on feedback from the artists involved in the season, many of whom were of a higher caliber than in previous seasons, artistic excellence increased substantially. That same feedback pointed out opportunities for improvement in our production process. This led to changes in our artistic staff and a reorganization that will lay the ground work for future growth and success. 2: Lyric Arts saw no substantial increase in the number of individual attendees from year to year through the expansion of current marketing plans. In the evaluation of our limited success this area, it was noted that while the expansion of marketing plans was easy to implement, refinement of the plans was more difficult to accomplish due to the structure (and the very small size) of our staff. As a result, Lyric Arts has reorganized the administrative staff to create departments for specialists instead of collaboration between generalists. It is our hope that this change will allow us to refine our strategies organization wide and provide a foundation for future growth.
Other
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