Promoting the arts: tips and strategies for artists, arts organizations, board members and cultural supporters

The Canada Council, as the federal government’s primary vehicle of support to professional artists and arts organizations in Canada, has had a mandate to promote the importance of the arts since it was created in 1957. This document incorporates the Council’s own best experiences as well as materials prepared by the Canadian Conference of the Arts, the Toronto Arts Coalition, the National Assembly of State Arts Agencies and Americans for the Arts.

Anyone who cares about arts and culture can promote the importance of the arts – artists, cultural managers and administrators, board members, volunteers, patrons, subscribers, community leaders and other cultural supporters, like politicians, government officials and media representatives themselves. Taking a message forward to the media can be very effective although it is usually best to discuss issues of concern with politicians and government officials before doing so.

The key to activities that promote support for the arts is to put a “human face” on the issues involved and to present the facts as they are – the number of people employed by an organization, the number of people who benefit from an arts organization’s work and the benefits of arts activities and programs to the local, national and/or international community.

Why promote supporting the arts?

Efforts to promote the arts establish important connections with politicians, government officials the public and the media, thereby raising the level of understanding about arts and cultural issues generally. There are many competing demands for public investment, and support for arts and culture is enhanced when a wide variety of individuals add their voice to the decision-making process.
Elected representatives are especially interested in hearing the views of their constituents. The issues become real when politicians meet people in their community who have concerns or problems.
Government officials in the bureaucracy are very important in determining priorities, and they also pay close attention to the views being expressed by Canadians.
Efforts to promote the importance of the arts can produce effective and trusted working relationships with politicians, government officials and the media – thereby helping to build goodwill with an eye to the future. They can also help dispel particular perceptions about arts and culture.
Arts promotion efforts help maintain a high profile for arts and cultural issues in the community – and these efforts are reinforced by media coverage of arts and cultural events, activities and issues.

Be prepared

The most essential aspect of effective arts promotion is to be well prepared in advance by:

identifying the issue, setting a goal or an objective and knowing who best to reach (e.g., politicians, government officials and/or the media);
understanding the decision-making process and asking to be formally involved in it (e.g., meeting prior to the budget process or requesting appearances before government committees or commissions);
crafting a clear message – describing the need or the issue, relating it to the government’s agenda and explaining how it could be addressed; and
anticipating counter arguments and/or other objections.

Determining the most effective ways of communicating the goal or objective is very important: whether a meeting is required, or whether a letter, a written submission or a phone call is best. When face-to-face meetings are needed, consideration should be given regarding the most appropriate people to communicate the messages. A broad representation is preferable, and it often helps to include people who are known and respected.

General tips

Elected representatives, government officials and the media may not understand all that there is to know about the arts and cultural sector so be prepared to offer some facts – with a focus on the issues being faced in the local community – and demonstrate broad-based community support.
Be cooperative, be prepared to compromise and do not burn bridges – even with the people who do not agree. They could become important allies in the future. Nevertheless, expressions of disappointment or disagreement can be offered – although it is best to do so privately.
Be familiar with the decision-making process. It can help determine the most appropriate time to make the case for public support of the arts. Since the federal budget process begins in the fall, for example, meetings during the summer months – in local constituencies – are perfectly timed.
It is important to be proactive since it is much easier to obtain help when it is really needed if a trusted relationship has already been established. The most successful efforts, therefore, are habitual and on-going – they are not “knee-jerk reactions” to crisis situations.
Efforts do not have to be expensive or time-consuming: letters, emails or phone calls do not cost a lot of money, and individuals do not need to invest an enormous amount of time.
Recognize that government decisions – federal, provincial or municipal – are not made overnight. Patience is required since it can take many months or several years to reach a decision by all the parties involved.
Many people are involved in the decision making process – Members of Parliament, Members of Legislative Assemblies, Cabinet Ministers, Local or Regional Councillors, Members of Government Committees, political staff and officials in the bureaucracy.
Develop good working relationships with a politician’s staff. They provide access to politicians and help get your message through. Cabinet Ministers generally have two kinds of staff – political staff, hired by the Ministers as special advisors, and departmental staff who are career civil servants. Politicians who are not in Cabinet generally have only political staff.
When delegations meet with stakeholders, the messages should be straightforward and concise. Specific commitments should be sought and next steps determined. A short, written briefing document should be left behind. If a letter of support is promised, ask to receive a copy.
Follow-up on meetings – send a thank you letter, summarize the key points agreed upon, and then call to check if the promises have been fulfilled.
Stakeholders can also be strong advocates for public support of arts and cultural activities, and their communication with other officials is critical (e.g., a letter of support to members of government committees or other decision makers, raising the issue in caucus or even discussing the issues casually). They can also help identify other key people in the decision-making process who should be consulted.
Ask supporters to provide copies of their letters to politicians, government officials and the media, and share these with other decision makers to reinforce the effort. Municipal and provincial officials, for example, should be informed of federal issues that pertain to individuals in their communities, and adding their voice to the process can help federal officials better understand the seriousness of the issues involved. Moreover, politicians know that for every letter they receive on an issue, there are many other constituents who feel the same way.
Phone calls to stakeholders should be polite and brief. Prepare a list of key points before making the call.
Keep local media aware of issues being faced by the arts and cultural sector, and invite them to events and activities. Develop working relationships with reporters and editors, write letters to the editor and provide op-ed pieces or feature-length articles about arts and cultural issues.
Credibility is derived by talking and listening, and by communicating an articulate, courteous and reasonable message that is sensitive to the realities of the decision-making process. It is best to be informed and understand all sides of an issue, and to remain confident and unapologetic since public support of arts and culture is an investment in community development – it is not a handout.
Separate politics from political advocacy. Every elected representative is a potential supporter, and all views matter in the political process regardless of partisan affiliation. Moreover, since many politicians and government officials are involved with the arts and cultural community, it helps to ask them about their personal experiences. Encouraging elected officials to experience the arts more fully is also important.

How to get the message out

An important goal is to become integrated into the decision-making process of stakeholders – where arts and cultural issues are identified and they are understood to be of concern in communities. Since people have different messages and experiences to offer, it is important to identify the most effective ways for people to communicate their messages. For example:

Artists should:

Thank politicians and government officials at every opportunity (e.g., a thank you letter after receiving a grant or an award, and giving public acknowledgment at events).
Invite politicians, their staff and government officials to experience the arts in the community, and let them know how important their support is. The events should be chosen carefully.
Share copies of their work with stakeholders when possible, indicating how public support has helped make it possible (e.g., send prints, posters, CDs or books to the constituency office).
Meet with politicians to discuss issues of major concern, or make phone calls or send letters/emails.
Attend town hall meetings to discuss the importance of public support for arts and culture. Ask questions and generate interest among other community members.
Encourage other artists and audiences/supporters to share their views with politicians and other decision makers.
Recognize the importance of public support of arts and culture when giving media interviews, and talk about how this support has helped personally.

Arts and cultural managers should:

Invite politicians, their family and staff, government officials and media representatives to events. Thank them for attending, and thank them for providing public support of arts and culture. Recognize the politicians who champion the issues in public and between their colleagues.
Organize personal briefing sessions with stakeholders at least once a year to maintain and enhance the personal relationships. The delegation (preferably 4-5 people) should be representative of the organization by including a board member, a community leader who supports the organization, an artist/creator, a volunteer, the cultural manager, etc. Present facts, show the human side and allow time to hear the elected official’s views. Be appreciative of the time the officials have taken to discuss the issues.
Establish regular communication with stakeholders: include them on mailing lists and ask to be on their mailing lists; send annual reports, bulletins and newsletters; send posters for special events; provide background information on issues as they emerge; and ask them to provide a column for your newsletter.
Communicate regularly with members of your organization to advise them of important issues and encourage them to share their views with decision makers.
Build local alliances with community groups to add more voices to the issues being considered.
Attend town hall meetings to discuss the importance of public support for arts and culture. Ask questions and generate interest among other community members.
Make promoting support of the arts a part of everyone’s job description, and orient new board members to the program.
Develop working relationships with local media – reporters and editors – to ensure that they are aware of arts and cultural issues. Keep them aware of the organization’s events and activities.

Note: Arts managers might find the Advocacy Self-Assessment survey by the National Assembly of State Arts Agencies of assistance: http://www.nasaa-arts.org/publications/public_adv_checklist.htm

Board members should:

Invite stakeholders to a board meeting to fully brief them on the important role of the organization and the challenges it faces. This also helps give them an inside look at the organization.
Establish a stakeholder relations committee to identify possible action steps, and appoint a lead spokesperson for consistency. Consider efforts as a separate agenda item during each board meeting.
Invite stakeholders to events and activities. Escort these individuals to the events, introduce them to the artists/creators and offer backstage tours.
Write letters of thanks (on personal or business letterhead) to stakeholders for their support of arts and culture. These letters should clearly indicate how the support benefits individuals and the community.
Send personal congratulatory messages to politicians at appropriate times to reinforce their support of arts and culture (e.g., when they are appointed to a government committee or to cabinet, or when they are elected or re-elected).
Attend town hall meetings to discuss the importance of public support for arts and culture. Ask questions and generate interest among other community members.

Cultural supporters (patrons, volunteers, subscribers) should:

Inform politicians about the importance of public support of arts and cultural activities – through letters/emails, phone calls, at events or meetings and/or thank-you cards.
Attend town hall meetings to discuss the importance of public support for arts and culture. Ask questions and generate interest among other community members.
Encourage other individuals to share their views with elected representatives, government officials and the media.