Beyond Audiences: Rethinking Engagement in the Arts

A new study by Dr Andi Pekarek and Dr Kim Goodwin from the University of Melbourne shines a spotlight on how Australian arts organisations approach stakeholder engagement — and why it often falls short.

The paper, How Australian Arts Organisations Understand and Practise Stakeholder Engagement, finds that engagement is often defined inconsistently, applied unevenly, and reduced to measures of audience attendance. In many cases, practices are driven by programming or marketing rather than by genuine two-way collaboration.

In this context, “engagement” can risk becoming a buzzword — something that counts numbers rather than builds relationships. By focusing narrowly on attendance, organisations may miss opportunities for co-design, shared decision-making, and long-term relationship building.

A missed opportunity

The study suggests that when engagement is treated mainly as an extension of marketing, organisations may lose sight of its broader potential. Audiences are seen as attendees or consumers, rather than as collaborators. Communities are invited to events, but not necessarily into the decisions that shape them.

This approach might deliver short-term gains, such as ticket sales or program participation, but it also risks overlooking the diverse needs and aspirations of the communities these organisations serve.

A pathway forward

To address these gaps, Pekarek and Goodwin propose a model to help arts organisations move beyond the “audiences-as-attendees” frame and towards more inclusive, strategic, and impactful stakeholder engagement. The model emphasises:

• Clarity of purpose: Defining what engagement means and why it matters.

• Consistent processes: Embedding engagement throughout organisational practice, not just around individual projects.

• Two-way collaboration: Valuing co-design, shared ownership and partnership over one-way promotion.

• Long-term relationships: Building trust that extends beyond a single program or performance.

Why this matters beyond the arts

Although the study is focused on arts organisations, its lessons resonate across sectors. In fields from infrastructure to health and local government, “engagement” is sometimes used as a label for activity that doesn’t give communities meaningful influence. That gap between rhetoric and practice can weaken trust and reduce impact.

At the Engagement Institute, we’ve consistently highlighted the need for organisations to approach engagement strategically: as an intentional, well-resourced process that is embedded at the core of decision-making. This research underlines why such a shift is critical — not just in the arts, but wherever communities and organisations intersect.

A timely reminder

As trust in institutions continues to decline and the complexity of decisions rises, this study is a timely reminder of what’s at stake. Engagement is not just about numbers in seats. It’s about voices at the table, shaping decisions that matter.

👉 Read the full paper here.