3 min read April 2024 — In an interview with Focus:, Rand Suffolk, director of the High Museum of Art, discussed the museum’s achievements over the past year, including significant attendance growth, its commitment to diversity, and impactful community engagement strategies.
What have been some of the key milestones and achievements for the High Museum of Art over the past year?
It’s been an extraordinary year. Nearly every metric we track is at pre-pandemic levels or better. Our attendance has been strong, and our membership has grown significantly. We’re now at 40,000 member households, which represents a 54% increase over the past six years. We’re thrilled about this. Additionally, we’ve managed to present some extraordinary exhibitions for our community.
How has the museum adapted its exhibitions and programs to meet audiences at the intersection of culture and community?
The quick answer is our commitment to a diverse exhibition schedule. By diverse, I mean in terms of time, style, medium, and more. Since 2017, 72% of our exhibitions have either highlighted or focused on work by BIPOC artists, LGBTQ+ artists, or women artists. We actively strive to reflect the diverse audience we serve through all our programming. Not only have we focused on creating an intriguing exhibition schedule based on those criteria, but we’re also dedicated to ensuring that a wide range of individual perspectives and voices are included in those exhibitions.
Atlanta is a remarkable multi-ethnic community, and it’s important to us that we represent the ethnicities and demographics found within our city. Being intentional about serving as the museum that Atlanta deserves starts with reflecting the audience we serve. We’re quite pleased with our progress in this area. For instance, last year, we saw 57% BIPOC attendance at the museum, marking the second consecutive year at this rate. Over the past six years, we’ve averaged 52% BIPOC participation. When you compare this with metro Atlanta’s demographic, which is 51% minority-majority, it’s clear we’re actively reflecting our audience.
Additionally, we’re diverse in terms of age. Many are surprised to learn that 78% of our visitors last year were under the age of 55, and 62% were under the age of 35. This does not include the 30,000 to 40,000 school children visiting the museum annually. So, whether it’s by race, age, or socioeconomic status, we measure these factors and let them guide our programming and efforts to improve accessibility.
How does the museum engage with the community it serves?
Our museum has excelled in executing several wonderful community programs. For instance, on the second Sunday of every month, we waive admission fees. Our education department organizes a series of hands-on, family-oriented art-making activities. These events, known as UPS Second Sundays, attract an average of almost 4,500 people each month. This number can vary, with some events drawing up to 7,000 visitors, while others might see around 3,800. Another successful initiative is our HIGH Frequency Fridays, which targets young professionals, Gen Z, and millennials. This event has been sold out for the past 15 months, with approximately 3,000 tickets available each time. Looking at the key programmatic elements we offer, both those connected to exhibitions and standalone programs designed to engage our audience, we’ve been extremely encouraged. These programs have resonated positively with the Atlanta community.
How are you leveraging digital platforms and technology to engage with audiences and provide more learning opportunities for visitors?
Our approach to embracing digital technology falls into two main categories: externally facing initiatives and data analytics. Externally, we’ve made a conscious choice to limit the use of heads-down technology within our gallery spaces, opting for a more analog experience. This decision stems from our desire to keep visitors’ attention on the physical objects on display, rather than having them focus on screens. It’s a challenge to find the right balance, as we aim to enhance the user experience without detracting from the art itself. Our goal is to create a seamless journey from the moment we become top of mind — perhaps through social media — to the visit itself, making it as straightforward as possible for someone to engage with the museum.
On the flip side, post-visit, we use technology to maintain connections, build loyalty, and keep our audience informed about ongoing programs. In terms of data analytics, we gather insights both from membership information and from anonymized data, such as cell phone usage on our property. This helps us understand who our visitors are, their expectations, and where they come from, guiding the development of both our programming and more targeted marketing campaigns. This dual approach allows us to engage with our audience effectively, both in person and digitally, while respecting the integrity of the museum experience.
What are the biggest challenges art museums are facing today, and what strategies do you have in place to navigate through those?
The evolving nature of our work is constantly on my mind and that of my colleagues. The world is complex and often seems overwhelmed by challenges from many directions. A significant concern for art institutions like ours is avoiding the perception of being merely a luxury item, especially in a landscape where philanthropy is highly competitive due to numerous global needs. Our focus is on demonstrating our organization’s immediate, positive impact on the community. We strive to ensure that people recognize and value this contribution, encouraging them to support our efforts through donations. This is an ongoing effort for us because, like any other business, financial resources act as fuel for our mission. Attracting the right kind of capital, be it financial or social, remains a critical challenge. Our strategy involves clearly communicating our value and impact to foster sustainable support from our community and beyond.
What is your outlook for the museum and the arts industry in the next two to three years in the Greater Atlanta region?
Despite the challenging environment, I am optimistic about the potential of institutions like ours to play a vital role in the city of Atlanta. Atlanta is a vibrant community, brimming with positivity, creative energy, and an entrepreneurial spirit. The challenge and opportunity for the High Museum of Art lie in continuing to explore how we can effect positive change within our community. Our goal is to contribute significantly to the creative capital of Atlanta, not only by presenting culture but also by taking an active role in creating it. This involves redefining our identity from being merely presenters to becoming creators of culture within our community. This dual role presents both a tremendous opportunity and a significant challenge for us, particularly in the next three to five years, as we aim to make a meaningful, immediate impact on our city.
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