ASSESSMENT

Current Practices

It is crucial to survey current documentation practices across your organization as well as to understand workflows, standards, tools, and stakeholders already involved in demographic data collection. Development, education, human resources, and visitor services departments often collect data on fundraising efforts, visitors, program attendees, staffing, and more. It is also possible that there already are efforts to collect demographic data from artists, for example, for exhibitions, loans, and acquisitions. This should all be reviewed to determine who is requesting demographic information internally or externally, what types of information they are looking for, and why, in addition to how it is being stored and shared, internally or externally.

As you examine the organization’s history in demographic data and current collection processes in regard to artists, also look at what is already being shared publicly, for living and nonliving artists, e.g., object identification labels in the gallery or on the organization’s website. It is important to know what is being publicly shared, so that the group can discuss if that information will need to be reconsidered in its presentation. Determine how a new artist demographic data collection process and results would impact how, where, and what is already outwardly presented. If the intent is to include new information in all locations, then, for example, new labels and object records will need to be created throughout the organization, which has an impact on staffing and finances.

If demographic data collection already happens in the organization, an indepth investigation into why, how, and by whom this information is collected, stored, and used should be undertaken, and similarly, if there are other forms or questionnaires already in place they should be reviewed too. Consider if legal counsel was utilized in implementing any current data collection practices, as it is possible that they were not, particularly for a small study. Reflect not just on the who/why, but also consider how new information gathered in this initiative will impact the preexisting workflows, records, and data. It would be rare for an organization not to have collected any type of survey from visitors, members, donors, and/or program attendees. That said, if no demographic data is currently being collected, investigate why the organization hasn’t embarked on a project like this before, in any capacity, and the potential issues or opportunities that might then exist with this one.

Tools

Communicate with all departments to review any preexisting technologies, such as databases or online applications, used in the organization that could support this endeavor. Speaking with development, education, library, registrar, and visitor services staff can lead to a discovery of resources and helpful feedback. Evaluate the currently utilized resources for their suitability, including their technical and security capabilities. It would also be helpful to consider approximately how many artists or data points the institution has or plans to track in the future to get a sense of a tool’s ability to be used sufficiently and accurately. In terms of questionnaires, Google Forms is widely used, but it is necessary to figure out how the information gathered is then integrated into the organization’s data, and what are the capacity and security abilities of the platform. Other commonly used survey platforms include Wufoo, Airtable, Typeform, and SurveyMonkey.

Resources

Having sufficient resources in the areas of technology, staffing, and budget is critical to successfully delivering on the initial objectives and long-term maintenance of an artist demographic project. Budgets that include funding for the ongoing process are essential, and a commitment to sustainable resources is necessary before moving forward. This is not a two- or three-year endeavor to be left behind, but one that will require financial support and resources throughout the life of the organization. Therefore, the next step should be to determine the necessary funding to carry out and maintain the artist demographic data collection over the short and long term, including budgetary implications. Investigate and decide what software or programs will be used, and if there are new acquisition and subscription costs involved in gathering and storing the information. Ensure that data is stored on a secure database, ideally using encryption to prevent against any leaks. Because changes and advancements in technology are a given, ensure to the best of your ability that the programs are malleable and capable of adjusting to future changing needs in tracking, reporting, and integration and that any technological tools are feasible within the organization’s timeline and budget. Determine if preexisting databases already require updates to encompass more expansive identity options (see Questionnaire Structure).

Communicate with all departments to review any preexisting technologies, such as databases or online applications, used in the organization that could support this endeavor. Speaking with development, education, library, registrar, and visitor services staff can lead to a discovery of resources and helpful feedback.

Staffing costs are another big factor to consider for the long-term success of the project. Staff overtime, regular anticipated salary increases for cost of living and promotions, training courses (tech, DEIAB, data management), and employee benefits should all be taken into account. Review if new hires are needed for designing the survey; collecting, entering, storing, and updating the data; as well as overall maintenance. The full timeline—from the design phase through the open-ended timeline for updates, changes, and maintenance—needs to be laid out in order to have reliable staffing expenditures in place. Other factors to consider are the institution’s size and resources and how those affect the project’s scope and feasibility.

Communication

Ensure ongoing support from leadership by checking in and sharing the findings of the initial assessment clearly, openly, and transparently with them, including the board if appropriate. Provide a clear understanding of why you are undertaking the project, how you are doing it, and what purpose it will serve. This process should be repeated at each stage or milestone, with findings and progress shared with all the stakeholders, including the originators of the project, if internal, and with leadership (see Accountability). Ensure that everyone involved, from the board to the staff, understands the goals, data usage, and relationship to the organization’s mission and values of the artist demographic data project in the same way. Underscore the importance of resource allocation for such an endeavor. Consider providing opportunities for anonymous staff feedback, and communicate transparently with all the impacted departments and build consensus and understanding around the goals of the project and how it will affect staffing and workloads.

One department or function cannot take sole ownership of the progress, updates, or impact. While a singular lead is critical, the project should not be owned by one department within the organization to prevent their particular profession’s point of view becoming too dominant in the process. In addition, there should not be multiple angles to the project presented to different constituencies to appeal to their desires. All descriptions, motivations, and anticipated results presented to different internal constituencies should be shared in the same format and with identical information.

If uncertainties and/or questions arise that affect capacity, support, best practices, and more, there should be a pause before moving forward. Alternative options should be investigated, such as partnerships and collaborations to pool resources.