improve

taking action to refine and deepen our work with artists

Program and organizational improvement happens at In Progress by applying  a continuous process of applied assessment.  By reflecting on data trends, staff and partner recommendations, and qualitative analysis of key products, staff are able to  identify best practices and areas for targeted improvement.  Below are listed results from our 2023 year of programming.

Data Findings

In 2023, In Progress worked in 7 unique communities throughout the state of Minnesota.  Exhibits, workshops and creative production opportunities reached an estimated 19,046 persons - an all time record for our work.  Of those numbers, we achieved the following breakdown:

  • 18,040 Exhibits & Screenings

  • 1,006 Creative Making & Learning Opportunities (direct services)

The % of people reached geographically was as follows:

  • 66% Front Avenue Studio

  • 17% Twin Cities metro area

  • 17 % greater Minnesota

98% of those we worked with were persons of color.  with an ethnic breakdown as follows:

  • 31% African/African American

  • 24% Asian

  • 2% Caucasian

  • 19% Latino

  • 20% Native American

  • 4% Mixed Heritage

Additionally:

  • 97% were from low-income and poor households, and

  • 38% were age 18 or under

Strengths

2023 required In Progress to continue to rebuild its programming and work towards change and shift its work consistently. What we learned from this was that In Progress:

  • had a durable and resilient infrastructure that was able to quickly respond to continued financial fluxuations, and unpredictable programming changes required since the pandemic impacts that originated in 2020.

  • was able to re-engage with participating artists by providing high quality collaborative, community connected programming.

  • was able to re-direct virtual instruction back to in-person individual and group activity.

  • was able to continue its support artists and families as they addressed the impact of economic uncertainty, health and wellness needs that developed when re-engaging publicly, and supporting public voice related to the reckoning of racism in Minnesota.

  • teaching artists of In Progress are talented, deeply skilled, and represent the diversity of artists and families served by the organization’s programs.

  • continues serve a highly diverse collective of artists that are dedicated to creating, engaging with, and contributing to others;

  • was supported by its foundational partners with extraordinary flexibility and willingness to invest.

WEAKNESSES

Observation of program activities, mixed with individual reflections gathered from artists, teaching artists, and members of our community partners helped us to identify some of the following needed improvements:

  • Greater rigor and independent follow through is needed by teaching artists.

  • Greater funding is required for staff training in the area of assessment and evaluation;

  • online communication with participants and the public - specifically in the arena of social media requires improvement and greater cosnsitency.

  • Teaching artists are not well equipped to work with large institutions and need more legal and professional training in this area;

  • There continues to be a noticeable decrease in In Progress's national presence in the media art field;

  • We are currently unable to address needed programming growth, most specifically with our tribal and rural partners, due to state-wide funding shifts, and an overall decline in funding for rural and tribal program funding.

Recommendations for Change

In Progress staff will focus on taking the following steps to further strengthen In Progress programming:

  • Greater dedication and focus from all artistic staff to improve the quality and quantity of artwork produced through In Progress programs;

  • Re-establish partner programming in the north end neighborhood that have been hit hard by economic decline and gang violence;

  • Increase programming efforts with tribal communities in greater Minnesota;

  • Increase general operating revenues in order to strengthen core infrastructure;

  • Dedicate more time to staff training, quality volunteerism, and ongoing communication;

  • continue to improve continuous evaluation process and train all staff in process;

  • Improve public interaction through informal visits with neighborhood partners.

HISTORICAL DATA

To review data collected over our most recent years just CLICK HERE