Posted: 15 Jul 2014 09:12 PM PDT
“And the beat goes on…………………“
Note: For bios on the Forum participants, please see last week’s blog post (or, if you are on the blog site, scroll down).
Future of State Arts Agencies and NASAA – Day #3
What is the ideal relationship between a state arts agency and its principal stakeholders and logical potential partners and collaborators – including state arts advocacy organizations, local city and county arts agencies, state arts education organizations, discipline based service provider organizations, other state agencies, private sector interests and the philanthropic community – and where does that ideal differ from the current reality? What needs to be done to move the reality closer to the ideal?
I wonder if SAAs need to be more attentive to relationships beyond the usual constituencies. Recruiting from other sectors for SAA council/commission vacancies and for grant panels. More coffee dates with people a little further away from our comfortably familiar constituent groups. I wonder if being on the agenda for the state conference of principals may be more important than attending a local arts agency’s annual meeting.
I wonder how we can provide data and messages that are useful to other constituencies: what arts education data will be most useful to principals? To economic development councils? To mayors?
I worry that too many arts meetings are too boring and totally void of anything creative or artistic. I worry that too many meetings have no agenda. I worry that arts advocacy is based too much on hyperbole and bad data. I worry that too few arts leaders participate in key community decisions about planning, design, education, tourism, or distribution of resources.
Southern California Grantmakers, which until now was made up exclusively of private foundation and corporate funders, has invited key government partners to join this year. I’m proud to say that Los Angeles County will be the first government funder to join. And I’m even prouder that the LA Arts Funders, a group that has been meeting monthly for almost two decades, co-founded by The James Irvine Foundation and the Arts Commission, led the way on showing how effective private and public arts funders can be working together.
But these have to be authentic partnerships, not excuses for public agencies to be propped up by private philanthropy. When the Getty Foundation created a paid internship program for undergraduates in visual arts organizations, we used the terrific research they had done on the outcomes of the program to leverage $500,000 in new funds from the county to fund the companion program for performing arts organizations. Together, these complementary programs make up the largest paid internship program for the arts in the United States. While the Getty graciously funds the educational opportunities for all interns—and this was an important carrot for the investment of the public dollars— Los Angeles County is equally committed both to the principals behind the program and its underwriting.
The Arts Commission is the backbone organization for the LA County regional plan for arts education, Arts for All. That means that we staff the initiative and manage a pooled fund made up of 25 private donors who coordinate efforts. Working together is a necessity. But make no mistake: we’re the largest donor and we should be. The point here is that the idea that state arts agencies should be, or can be, funded by private sources is misplaced. First of all, private funders don’t want to give money to others to give away; why would they when they are already doing this job themselves in a way that reflects their priorities? At its core, public investment in the arts needs to come from public dollars, because public funding brings a framework of public service with it. The distribution of taxpayers’ dollars is always going to address the issues of access and equity in some way, and should.
So now that I’ve gotten that off my chest, at the end of the day, the types of services a SAA offers needs to be tied to the strategic agenda of that state’s governor and legislature. In addition to access and equity, these may include economic development via cultural tourism, job creation through creative incubators, or a host of other priorities. What form these services take—whether grants or convenings, research or case making– has to follow function. What are we trying to achieve? Then how will we achieve it? Too many agencies never answer the first question so have no idea how to answer the second.
As leadership institutions in the Arts sector, SAAs must unlock their creative horsepower to help their local and regional constituents and partners find their most impactful roles in supporting the creative economy. This may require SAAs to step out of their comfort zone and take a more active role in leading collaborative initiatives amongst public/private and local/region partners to ensure the Arts remain strong in our community.
Too often, the tough work of organizing new initiatives or major funding efforts for the Arts are left to the private sector or local non-profit arts organizations to initiate or lead. In this scenario, the SAA is often excluded from the conversation or only approached as a potential funder of the initiative. SAA have and should use their experience, access to power, and resources to take an active leadership role in solving some of the industry’s most pressing needs.
Why shouldn’t an SAA be the organizer of a campaign to raise dollars for an arts education initiative or help build an endowment for a regional collaborative of arts organizations?
I am encouraged by the emergence of this type of leadership in several prominent SAAs. Take for example, the A+ Schools initiative led by the North Carolina Arts Council. NCAC saw the need to develop and scale this program throughout the State and took on the responsible of raising the private fundraising necessary to do it.
There is certainly not a one size fits all formula to define the role that an SAA should play in the partnership with other State, regional and local agencies, but I do think the default filter for evaluating their role should be that of a leader vs a follower. This mind set will help the Arts sector better manage the ever increasing pace of change in our communities.
In thinking about the ideal relationship between a state arts agency and its principal stakeholders, three key themes come to mind:
Power to the People – While much of the work of SAAs happens behind the scenes, it’s important to keep the people center stage. A core function of SAAs is to increase public access to the arts and work to ensure that people of all ages and all walks of life have meaningful opportunities to experience and participate in the arts. This work is deeply rooted in service to the citizens. In an ideal world, SAAs should ask themselves every day, how are they using the arts to make a real difference in people’s lives. Through strong partnership with artists and arts organizations, SAAs raise citizen awareness about the benefits of culture and position the arts as a public good.
Backbone Organizations – There’s been a lot of focus in recent years on collective impact efforts and the work of backbone organizations. I think there are many similarities between strong SAAs and effective backbone organizations. Within the arts sector, SAAs work collaboratively to connect networks of individuals and organizations including state arts advocacy groups, arts education associations, arts funders, local arts agencies, artists, creative enterprises, arts service organizations, unions and other cultural umbrella organizations. As leaders and conveners of the field, SAAs help guide vision and strategy for the sector, establish shared measurement systems, provide professional development and networking opportunities, advance policy solutions, and play an active role in building political will and public demand for the arts.
Planning Culturally — SAAs should work across state government and with other sectors of civic life to promote a pro-culture agenda. The idea here being the arts are more likely to thrive when they are embedded into the goals of multiple public agencies and partner organizations. Rocco Landesman referred to this all-hands-on-deck approach as the “insertion of the arts into the everyday business of sister agencies.” Here in Chicago, Mayor Rahm Emanuel and Commissioner Michelle Boone of the Chicago Department of Cultural Affairs and Special Events, refer to this holistic strategy as “Planning Culturally.” This comprehensive approach values culture for its transformative power and for its strength to inspire, express, and unite. SAAs should partner with other state agencies and regional planning organizations to achieve shared goals and incorporate the arts as an essential ingredient in economic development, education, public safety, public health, and strong communities.
Unfortunately many SAAs are woefully underfunded relative to the demand for services. More funding and bandwidth would be needed to help close the gap that exists for some SAAs between the current state and the desired future state described above.
Nimble-ness and bureaucracies
From KarenDe Herman, Administrative Specialist
From Cindy Kittredge, Folk Arts and Market Development Specialist
Keeping the expressed needs and wishes of the artists at the forefront provides the wind at the back to make the “right” decisions. Although there are those who feel that approach may be based too much in the “whims” of the masses, I believe that there is a strength in the collective knowledge of the public. If this forms the core of a strategic plan, then that plan will be strengthened, and decisions can be made that will carry the group forward in a cohesive way.
Maintaining awareness of and respect for the members of the public will provide the mindset to be open to the creative and innovative ideas that come your way. I always try to hold to Myles Horton’s advice in teaching, “Start with where the people are.” It really isn’t about those of us in the bureaucracy, although we may be pressed and stressed, but it is about the people we serve. Sometimes, collaborative work can be extremely difficult or suggestions may not initially seem to be a positive. However, in the end, this kind perspective allows for the open space that new ideas need to grow. It also may require nimbleness and creativity in how such difficult situations are handled, and that can lead to great innovations.
From Cinda Holt, Business Development Specialist
Because we aggressively go after private funding for certain initiatives, we are able to test pilot programs in ways we couldn’t if we didn’t have private funding.
From Emily Kohring, Arts Education Director
When you’ve never had “abundance,” you don’t really feel constrained. You just figure out ways to get the job done. It’s amazing how much you can get done with few resources when you are careful with them, and you have strong relationships with people.
I think we do a good job of not thinking of ourselves as a governmental bureaucracy, and that is key. It’s a mindset that I feel like everyone on this staff shares. You are only as bureaucratic as you think you are! I don’t think of myself as a bureaucrat who is here to push papers around and enforce policy and rules. Blech! I think in my position I am here to listen to what teachers, teaching artists and arts organizations in Montana need to provide the best quality arts education, and then figure out ways to help them do it. And, if you don’t have the resources, you need to build relationships. Find out who else is interested in what you are interested in, introduce yourself, make friends with them, share information, and then ask. It seems to have worked with the Office of Public Instruction (OPI). Also, assume good intentions of everybody and see them as allies. I hear a lot of people say disparaging things about OPI. I don’t listen to that or engage in it. Their staff is there to do the best they can for the students of Montana. I can’t think of them as bureaucrats either, or we won’t get anything done!
From Kristin Han Burgoyne, Grants and Database Director, and author of Kristin’s Blog
Ask forgiveness, not permission.
Play the small agency card.
Request exceptions and embrace change.
Never, ever stop trying to simplify and streamline processes and workflow.
Use technology wisely.
Become a trusted face and personality.
Can you see why I just love this staff?!
Needs more teamwork by, participation with, and service to these others.
What needs to be done to move the reality closer to the ideal? Wisdom, passion, organization and activism.
Forum continues tomorrow with questions re: NASAA…….
My Science Woman Society Marching Squadron (9 people strong!) participated in the recent Arlee July 4th Parade.
The parade marched down Highway 93, as well as several of the small neighborhoods.
We won two awards – the Novelty category and the Grand Prize! Our team included twirlers, signs, healthy candy distribution and transportation of a model of the earth.
Film-maker Geoff Pepos recorded the event and put together a Fellini inspired short (3.5 minutes) of our triumphant march, a link for which I am attaching here. If you want a laugh, or are a fan of Fellini, baton twirling or small towns in Montana, watch it and share it with a like-minded friend. Feedback is appreciated.
Here is a link to the video: enjoy!
Here’s an interesting resource….
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| July 15, 2014
Dear NASAA members:
It’s my pleasure to announce the launch of the search for NASAA’s next CEO!
As you know, the NASAA board and CEO Search Committee, with assistance from Arts Consulting Group (ACG), have been preparing NASAA for our upcoming CEO transition. Working together, we’ve organized a search process and published a position announcement inviting candidates to apply for this exciting leadership opportunity.
The job announcement will be distributed broadly throughout the arts community, public policy networks and numerous professional recruiting outlets in the days ahead. But I wanted to share the information with NASAA members first, and to ask for your help in attracting a diverse and talented candidate pool. Here’s how you can help:
Questions about the position or the search process should be directed to Bruce D. Thibodeau, president of Arts Consulting Group: NASAA@ArtsConsulting.com, 617-448-0206.
Assistant Secretary, Louisiana Office of Cultural Development
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