Rand Suffolk, Director, High Museum of Art

A heightened atmosphere of political and social division over the past year has spurred the High Museum of Art to rededicate itself as an essential civic space for unity and dialogue in Atlanta, the museum’s Director Rand Suffolk told Focus:. “In a world grappling with division, institutions like ours play a crucial role,” Suffolk said.

What changes or developments over the past year have most influenced the High Museum?

The changing global landscape has dramatically impacted the context of our work, intensifying the urgency and necessity of our mission. While our core purpose remains the same, we are increasingly focused on unifying Atlanta and celebrating diverse perspectives. In a world grappling with division, institutions like ours play a crucial role. We have rededicated ourselves to this purpose, both programmatically and otherwise.

This sentiment resonates with our partners in research, higher education, and the arts. Despite the challenges, there’s a shared belief in the power of these institutions to drive change and foster unity. While challenging, this period presents interesting opportunities.

How has the audience’s demographic profile continued to evolve?

Over the past eight years, the High Museum of Art has significantly increased its young audience. Now, approximately 65% of visitors are under 55, and 51% are under 35, excluding the 40,000 schoolchildren who visit annually. Although we have been successful in attracting younger audiences, the current focus is on reaching other community segments through new programmatic approaches. In the initial six to seven years of my decade-long tenure, the museum concentrated on attraction, aiming to become a different kind of magnet and earn credibility among new visitors.

More recently, over the last two to three years, the museum has transitioned from the “attraction phase” to the “affiliation phase.” This means visitors are not just attending but are actively engaging, becoming members and supporting the institution. Membership numbers reflect this success: from approximately 26,000 member households eight years ago (and a low of 23,000 during the pandemic), the museum reached more than 46,000 member households this past year, a 78% increase. Having successfully navigated the attraction phase, the museum is now deeply entrenched in fostering affiliation.

What do you think is the next target audience for the museum?

We recognized several years ago that empty nesters and retirees represented a significant growth opportunity for us. This demographic is expanding as Atlanta, Georgia, and the country as a whole is aging. Our environmental scan of peer institutions revealed that this demographic was not being consistently and deeply engaged by other museums. To address this, we established a dedicated division within our learning and civic engagement department. This division’s sole focus is to develop a range of sophisticated and engaging programs tailored to serve this growing population in novel and compelling ways.

What role do community partnerships play in shaping the museum’s long-term direction?

Collaboration is a cornerstone of our organization’s identity and a primary ambition. On average, we partner with approximately 30 different nonprofit organizations annually. Our efforts are largely focused in this area, working with a diverse range of nonprofits, not exclusively cultural institutions. This approach offers several benefits: it challenges us to view our mission in innovative ways and connects us with segments of our community that we might not otherwise reach. A recent example of this is our extensive collaboration with local Korean-American organizations. This partnership supported programming for an exhibition showcasing contemporary Korean artist Kim Chong Hak. These initiatives included monthly discussions with spiritual leaders as part of our “Oasis” wellness program, and other events. This is a good illustration of our recent collaborative work.

How are you positioning the museum’s value in conversations with funders, civic stakeholders, and other organizations that could support the museum?

Our unique position allows us to unite people, a capability we’ve consistently demonstrated. We leverage this strength to create a positive, inclusive environment, striving daily to impact Atlanta and our community positively. We recognize the escalating needs within our community, and as an art institution, we must address the perception of being a luxury item. Our goal is to compellingly communicate our daily contributions and the positive change we bring to individuals’ lives and the community. This narrative is crucial for securing the continued support that is vital to our work. Our membership base is fundamental. Each member, regardless of their contribution level, acts as a philanthropist. Securing even a dollar from every household is philosophically and practically significant. We want our community to be proud of our work and our role within it.

What are your organization’s priorities for the next three to five years?

Over the next three to five years, our immediate focus will be on celebrating our centennial next year. We are determining the most appropriate ways to share this milestone with the community. Strategically, we aim to build on the momentum of community engagement, especially given the significant growth in our membership. A key objective is to deepen their connection with us and foster a greater sense of connectivity. This focus will influence how we develop our programming and communicate with our members. This will be a substantial undertaking over the next three years.