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Culture Matters Understanding Cultural Strategy and Measuring Cultural Impact ACKNOWLEDGEMENTS

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Culture Matters Understanding Cultural Strategy and Measuring Cultural Impact ACKNOWLEDGEMENTS Culture Matters Understanding Cultural Strategy and Measuring Cultural Impact ACKNOWLEDGEMENTS The Culture Group produced this research, with support The Culture Group is: from Open Society Foundation, Ford Foundation, and the McKay Foundation. Jeff Chang Ian Inaba The Culture Group (TCG), a colla boration Alexis McGill Johnson Brian Komar of social change experts and creative Liz Manne producers, joined together formally in Erin Potts September 2010 to advance progressive Favianna Rodriguez change through expansive, strategic and Yosi Sergant values-driven cultural organizing. TCG Jessy Tolkan identifies, studies and deploys effective models for increasing the creative For more information about The Culture Group or this industries’ and individuals’ participation research, please contact Erin Potts ([email protected]). in the progressive movement. Thanks to: Special thanks to: Ann Beeson Alexis McGill Johnson Patricia Jerido Erin Potts Maya Harris Liz Manne Darren Walker Jan D’Alessandro Jenny Toomey Tiffany Tsai Rob McKay Lucy Horns Mary Manuel John Bare Scott Nielsen Cara Mertes Danny Goldberg Jason Drucker Jenny Toomey Images not otherwise attributed Rashad Robinson are in the public domain. Michael Skolnik Lisa Witter Design: kenjiliu.com Maria Teresa Kumar CONTENTS Executive Summary V Literature Review 1 The Culture Group Interviews 23 The Role of Culture in Reducing Implicit Bias 33 Culture Before Politics 39 Cultural Products and Strategies 47 Appendix: Literature Review 87 iv Culture Matters: Understanding Cultural Strategy and Measuring Cultural Impact Executive Summary In recent years, we have seen changes in public opinion A cultural strategy has about LGBT and racial issues lead to the development the greatest impact on of policies that lean toward full-inclusion. Conventional wisdom suggests that cultural shifts precede political changing people’s hearts shifts, but how do we prove causation? There are plenty and minds, which helps of abstract arguments proving that culture does play a significant role in informing and engaging the public about lead to shifts in public specific issues. However, those of us who are investing in opinion, political discourse, social justice movements need something more concrete. How do we measure the impact of adopting a cultural and policy. strategy? How do we compare and evaluate the effective- ness of different types of projects? What are the most useful metrics to use? During this last year, The Culture Group sought to under- stand how to better answer these questions by conducting multiple research projects, including a review of extant literature about the measuring cultural impact in social justice campaigns, interviews with cultural strategy ex- perts, and an investigation into sustainable revenue mod- els through cultural strategies. In addition, we have added an investigation on cutting-edge research about the power of culture to influence not only our conscious values and beliefs but our unconscious ones as well. Based on our findings, we believe that a cultural strategy has the great- Executive Summary v est impact on changing people’s hearts and minds, which helps lead to shifts in public opinion, political discourse, and policy. We have also discovered that culture can and has been organized in the past to influence perception and public opinion. To shift culture, however, we need to reach out to communities outside of the social justice arena to reach a larger audience. We must work collaboratively with mainstream and local artists, cultural influencers, and members of the media to learn more about culture work, develop a thorough theory of change, and adopt the most effective practices. Moreover, we must define the space that culture work inhabits for future organizations by By using a cultural building a strong cultural network that convenes regularly, clearly defining terminology used in culture work, and strategy, organizations standardizing methods of evaluating social impact. can view their work This research also found that culture work today is vastly as part of a larger, underfunded and generally commissioned somewhat collaborative movement haphazardly for two reasons. First, cultural strategies are often conflated with communications strategies. For many toward social change. social justice organizations, a communications strat- egy translates into short-term messaging for a specific project. A cultural strategy is more complex; it creates a meta-frame that organizes and connects multiple projects together to target a larger audience. By using a cultural strategy, organizations can view their work as part of a larger, collaborative movement toward social change. Second, many funders and social justice organizations find it difficult to invest in cultural strategies because the field lacks consistent documentation and evaluation methodol- ogy. To date, there is simply no way to quantify the bang for the buck. We believe that to effectively evaluate cul- tural strategy we need to first be able to evaluate multiple and intersecting levels of impact. In grassroots projects, organizers are able to measure their impact on a target audience more clearly because of the small audience. In a cultural strategy, however, there are several levels of vi Culture Matters: Understanding Cultural Strategy and Measuring Cultural Impact impact, and standards for measuring at each level must be discussed and developed. The Culture Group hopes that the research contained in this packet will help us jumpstart a conversation around these issues. A. LITERATURE REVIEW PAGE 1 In our literature review, we focus on current methods of measuring social impact. Although we cannot prove causality directly, we learned that we can document when a project has reached a specific, intermediate benchmark that is essential for social change. To complicate things, though, many organizations currently define social impact in different ways and don’t take into account that there are varying levels of social impact and that not every organi- zation’s project has the same end goal. As a result, there is a lack of consensus on how to measure social impact. To help resolve this issue, we suggest working as a com- munity to standardize our evaluation methods based on the level of social impact, which can be determined by the goal of the campaign and the target audience. By increas- ing transparency and collaboration among organizations, we can conduct further research to create a compre- hensive list of the most effective metrics to use for each specific type of campaign. The collaborative development of such a model would not only streamline the process of evaluating social impact but also reduce unnecessary or redundant spending by pooling our resources. B. THE CULTURE GROUP INTERVIEWS PAGE 23 In this document, we examine information collected from interviews that we conducted in 2011-2012 with several influencers or organizers who focus on culture work. The interviewees include: Cara Mertes, Danny Goldberg, Jason Drucker, Jenny Toomey, Rashad Robinson, Lisa Witter, Maria Teresa Kumar, and Michael Skolnik. When Executive Summary vii We must invest in making asked about examples of successful cultural strategies, artists better advocates by many interviewees referred to the LGBT rights move- ment, the civil rights movement, and the environmental consistently communicating movement. All our interviewees agreed that progressive with them and inviting organizations needed to invest more in culture work, but they also recognized that there are many obstacles along them to participate actively the way. Their responses illuminated some of the tensions in retreats, trainings, that currently exist at the intersection between culture and social change. and meetings. Based on our interviews, one issue in the field is the lack of collaboration among local and mainstream artists, advocates, influencers, and organizers. During success- ful past social movements, organizers developed and sustained relationships with experts across fields to brainstorm and work toward gradually shifting percep- tions. Collaboration with artists was especially important because artists could meet people where they were and introduce them to new or foreign concepts. Today, many organizations reach out to artists to deliver messages to the public on a project-to-project basis, but little effort is made to develop a long-term relationship with the artist or to connect the artist to expertise about issues. This leaves many artists feeling used and mis-utilized and they stop working with social justice organizations altogether. We must invest in making artists better advocates by con- sistently communicating with them and inviting them to participate actively in retreats, trainings, and meetings. PAGE 33 C. THE ROLE OF CULTURE IN REDUCING IM- PLICIT BIAS We believe that it is important to increase our under- standing of the way culture impacts our society. AVI’s research about implicit bias demonstrates the importance of funding research on the periphery that complements our understanding of culture. Unconscious biases in the viii Culture Matters: Understanding Cultural Strategy and Measuring Cultural Impact human mind develop from stereotypes and images that Through a series of studies, are perpetuated by our culture and the media. Implicit bias AVI has discovered that research supports the Culture Group’s beliefs about the integral role that culture plays in shaping people’s minds teaching people about and opinions. Currently, many
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