Ben Cameron and other industry experts to explore artistic planning in this can't-miss workshop
The artistic director’s vision: a season of artistically brilliant works which engages the community.
The executive director’s vision: a season of “hot tickets” which sell out and help the organization’s financial position.
Who’s right? Both objectives have merit. Can they co-exist? Learn what the data says in TRG’s artistic programming workshop this fall. Hosted by President & CEO Jill Robinson, this online workshop will explore data-driven artistic planning, present case study results, and provide participants with take-home tools that will help organizations evaluate their own circumstances and take next steps.
We’re pleased to announce our guest faculty for the workshop, which will span three sessions:
- September 28, 2016: Ben Cameron, President of the Jerome Foundation, will join Jill to introduce the concept of artistic planning and explore how artistic planning decisions made today in arts and cultural organizations
- November 16, 2016: Leaders from Kansas City Repertory Theatre, including Executive Director Angela Gieras and Artistic Director Eric Rosen, will join Jill to discuss how to use patron data to set context for and guide artistic planning decisions.
- January 11, 2017: Heather Redfern, Executive Director of The Cultch in Vancouver, will join Jill to introduce a framework for assessing the connection between patron loyalty and programming.
Secure your place by registering today! Learn more and register>>
For executive and artistic directors
Three 3-hour sessions on Sep. 28, 2016, Nov. 16, 2016, and Jan. 11, 2017
Cost: $450 per person individually, $300 per person if both artistic and executive directors at your organization participate
Join TRG for this three-part online workshop that examines the relationship between artistic programming and patron loyalty. Organizational leaders will learn how to use artistic data to help grow and sustain patron loyalty. The good news? Data tells the story over and over again: organizations can “blockbuster” themselves right into a failing business model. The success comes when balance exists.