Operating Support
ACHF Arts Access
During the two years funded by this application, Dawson-Boyd Arts Association's goals include: 1. Dedicate time to identify present and potential audience interests and feedback regarding programming by the end of the first performing arts season. 2. Continue to expand electronic media activity by increasing website hits, Facebook fans by 100% in each of the next two performing arts seasons 3. Increase average non-student audience size by 15% through the methods in Goal 2 in by the end of the second performing arts season. Goal 1 Method and Evaluation: At two performances in the season, collect audience surveys; use an online survey to capture input from potential attendees; mail 200 surveys to random residents within a 25-mile radius; dedicate discussion time with performing arts director, board and membership on audience development. Results of feedback will be compiled, shared with board and membership and audience and will inform future programming. Goal 2 Method and Evaluation: Electronic media activity will be assessed at the beginning and end of the grant period. Between those two times of measurement, there will be a consistent effort to communicate via multiple electronic methods to reach potential audiences. More posts, more fans, more new material on the website, more time with the Dawson-Boyd Arts Association presence scrolling through the eyes of potential audience members! Goal 3 Method and Evaluation: When tickets are purchased, there is always an opportunity to ask, How did you hear about the concert?" Phone sales, web sales and box office window sales will all provide data and when possible, will include this same question while we are pursuing a new audience segment. We can even ask from stage for a show of hands!"
As mentioned in the Year One Interim report, reduced support from the school district for the performing arts director position had a huge impact on the organization's focus in Year Two of the grant period. Additionally, the performing arts director's husband died midway through the season, after a lengthy illness. Understandably, this had an enormous impact on the board members' engagement [increased] and the director's ability to facilitate grant goals [decreased]. As a result of this stressful time in the organization's history, however, the board of directors is more cohesive, involved and focused - because of the need to "step up" during the difficult times in the director's personal life in the last few years AND because of the transition of a board that holds the responsibility of sharing in the funding for the director position. It would have been impossible to predict these changes in board maturity and growth two years ago, but happily, there is renewed energy in the governance of DBAA. We have seen increased engagement of board members: board meeting attendance, concert attendance and participation in planning for programming and for the annual fundraiser. The identifiable outcome related to our stated goals was related to electronic activity for DBAA. Facebook followers increased by over 10% and the charts showing reach to Facebook users looks like an ocean filled with icebergs of hits and shares at regular intervals - all related to each performance.
Other, local or private