Besieged in the early 1990s by requests for emergency funding to “save our symphony,” Knight decided to tackle symphonies’ systemic problems head-on by encouraging them to be more entrepreneurial with their audiences. In 1992, Knight created a $5.4 million, five-year initiative to build the connection between orchestras and their audiences. In 1999, the foundation approved a second phase, expanding the program to a total of $13 million over 12 years.
ASSESSMENT PURPOSE & APPROACH
- What were the results of Phase I of the program, premised on building new audiences by transforming the concert hall experience?
- How did the methodology and rigor of Phase II differ from Phase I?
- What long-held myths did the Magic of Music dispel, what new ways of doing business and additional funding did it foster and what programmatic experimentation and joint activities were encouraged?
- What were the top lessons learned for both orchestras and funders?
Approach: Insights were gained from quarterly reports starting in September, 2000, audience and participant surveys, event observations, ticket sales data, interviews with musicians, staff conductors and board members and analysis of Knight Foundation’s archives.
Assessment Partners: This report was produced by Dr. Thomas Wolf of Wolf, Keens & Company.
- Flawed Design – Mid-way evaluation determined that the “shining eyes” theory that transformations in concert hall experience would reinvigorate the relationship of orchestras with their audience was too simplistic, as most outcomes from initial grants were less than transformational.
- Redesign – The Knight study, “How Americans Relate to Classical Music and Their Local Orchestras,” offered new motivations for guiding strategy. Research into the behavior of arts consumer resulted in greater understanding of audiences and concert hall innovations.
- Orchestra Lessons Learned – The problems orchestras face stem from the delivery systems they employ. Orchestras must maintain clear, focused and achievable missions to remain relevant to their communities – especially those who do not buy tickets. Free programming and outreach does not turn people into ticket buyers, participatory music education does.
- Funding Lessons Learned – Technical assistance, research, symposia and publications can make greater contributions than dollars. Leadership and clarity with applicants and grantees is an effective approach to guiding strategic change. Evaluation and direction should be established from the start.
We seek to weave the arts into the fabric of communities to engage and inspire the people living in them.
We follow evaluation and social impact measurement trends to identify emerging best practices and tools. We have compiled a list of assessment resources below, which includes a mix of Knight and third-party tools, to support our grantees and other nonprofits collect useful information about the effectiveness and impact of their work. We hope you find the list helpful. If there are other resources that you find particularly useful, please let us know. This list of evaluation resources is intended for informational purposes only. Inclusion does not necessarily constitute endorsement by the Knight Foundation.