6 metrics that matters: Capturing user's data. Data Capture Rate.
This interesting 2017 resource from TRGarts allows arts professionals to set some of the key metrics for arts organizations to build loyalty. It's very useful to better understand where you are at in terms of your ability to attract vs. retain users as well as to be able to set goals and start your first steps towards an organized loyalty plan in time. It outlines the importance of keeping the churn rate or attrition low as much as acquiring new single ticket buyers in order to grow in a sustainable way, providing good examples and figures to express these concepts.
6 Metrics Arts Leaders should track, #3: Data capture rate
Connecting Australians: Results of the National Arts Participation Survey is the third in a landmark series by the Australia Council for the Arts, following editions in 2009 and 2013. It measures Australians’ engagement with the arts in 2016 – attending arts events, exhibitions and festivals; reading; listening to music; sharing and connecting with the arts online; and creating art themselves.
The arts encompass theatre, dance, visual arts and craft, music, literature, First Nations and cross-art form work. Engagement with a person’s own cultural background through the arts is articulated for the first time, along with festival attendance and community arts and cultural development activities. The survey also captures the value of the arts to Australians through their attitudes, views about the impacts of the arts, and propensity to donate time or money to the arts.
This guide to audience development planning reflects the views and experience of The Audience Agency team and is based on a combination of documented theory and our observations and experience of what helps organisations to develop thriving, sustainable audiences.
It is vital to note that there is no single, right way to create an audience plan. Organisations play different roles in the “cultural eco-system”, and any audience development plan should reflect the scale, resources, personality and purpose of each. Organisations try to reach different audiences for different reasons and do so in different ways. This diversity is the sign of a healthy, creative and audience-focused eco-system.
What this guide suggests is a flexible process that can help organisations surface and test its ambitions for developing audiences and then take realistic steps towards achieving them with a good chance of success. The framework for building a plan is a simple one, suitable for all sorts of experiences, artforms and types of organisations, regardless of scale, resources or mission.
The audience plan – and phases of the planning process - can be more or less integrated into other plans, as long as it is commonly understood and used. This process is embedded in our online audience development planner. The tool offers a simplified 6-step process (as detailed in this article) guiding users through the process of creating their plan. Plans can be saved and downloaded as word/pdf documents in Audience Finder www.audiencefinder.org/plan/
The present document summarises the main features and findings of a study carried out within the framework of CONNECT, a Knowledge Alliance that promotes innovative cooperation between universities and organisations in the cultural sector across Europe.
CONNECT aims are to:
- Bridge the gap between teaching in the academic/higher education world and Continuous Professional development in the cultural sector for the promotion of best practices and a systemic growth of audience development (AD).
- Define a new validated “twin-track” programme in AD with a Mentoring and Coaching Scheme
- Create a mutually supportive network and learning community of academics, practitioners and students in the arts management field + an EU platform.
During the project a new Twin-track programme in Audience Development – AD - for students and practitioners working in arts management will be designed and launched by a transnational team of researchers, teachers and trainers from higher education institutions and private cultural organisations, in 5 national hubs: Spain, the UK, Italy, Denmark and Poland. The programme will be comprised of multidisciplinary training modules that mix formal and informal learning methodologies and digital resources. Parallel sessions using practice-based learning activities, will be run to introduce AD theory, practice and philosophy, transfer management and strategic skills, and develop entrepreneurial skills through a mentoring and coaching scheme that matches students with professionals.
As a preliminary step (WP2), the Consortium devised a study in order to ensure the Twin-track programme was set up correctly.
The following chapters report the research initiatives carried out by the Consortium in WP2, including methodologies, actions and the main cross-cutting results with a view to designing an up-to-date, context-responsive training programme.