Reassessment of support for arts organization resources : a summary report on a series of ten colloquia convened by the National Endowment for the Arts and organized by Bay Consulting Group

88 Pages·2000·3.7 MB·English

by  National Endowment for the Arts

Reassessment of Support
for Arts Organization Resources
A Summary Report on a series of ten colloquia
convened by the National Endowment for the Arts
and organized by Bay Consulting Group
November 2000
&
NATIONAL ENDOWMENT FOR THE ARTS
Digitized by the Internet Archive
2012 with funding from
in
Member
Boston Library Consortium Libraries
http://archive.org/details/reassessmentofsuOOnati
Reassessment of Support
for Arts Organization Resources
A Summary Report on a series often colloquia
convened by the National Endowment for the Arts
and organized by Bay Consulting Group
November 2000
^
NATIONAL ENDOWMENT FOR THE ARTS
Reassessment ofSupportforArts Organization Resources
n
Table ofContents
Introduction 1
Colloquia and Presenters 3
I. Entrepreneurial Strategies for Arts Organizations 7
"...a means to a muchgreater end"
• Leveraging financial assets
• Constituencies as assets
• Entrepreneurial readiness
• Sidebar:The Fifteen "Cs" ofEntrepreneurship
II. Arts Organizations' Role in the Community 15
". .an atmosphere ofrisk and engagement"
.
• Community engagement
• The need for new collaborations
• The concept of"cultural capital"
III. The Potential ofTechnology for Arts Organizations 23
"This is notjustabout boxes"
• Technology opportunities and limitations
• Building communitythrough technology
• Policy questions
IV. Cultivating Human Resources in Arts Organizations 29
"Justproviding noble work wontguarantee effectiveness"
• Developing arts entrepreneurs
• Full utilization ofboards
• Transfer ofknowledge between generations
• Leadership development and training
in
"
ReassessmentofSupportforArts Organization Resources
V. Approaches to Organizational Development 35
"...keep re-inventingyourself
• Recognizing developmental stages
• Developing healthy organizations across a community
• Sidebar: Organizational Life Cycles
• Sidebar: Supporting the Arts Ecology
VI. The Changing Practices ofArts Philanthropy 43
". .to view them as investments rather than grants"
.
• New money, new approaches
• The advent oftechnology
• Support for creators and producers
• Sidebar: Assessing Organizational Health
VII. Meeting the Resource Needs ofArts Organizations 51
"...no one is well served when authentic nonprofit needs are repressed"
• The power ofconvening
• Meeting authentic nonprofit needs
• Building strong balance sheets
Addenda
"A Place that is Yours:"
The Challenge ofFacilities Development a-58
"Come to Us with a Plan:"
State Arts Agencies Find New Ways to Support the Arts a-60
AppendixA Colloquia Presenter Biographies A-63
Appendix B Colloquia Bibliography B-71
IV
NATIONAL ENDOWMENT FOR THE ARTS
Throughout its history, the National Endowment for the Arts has been a
leader in national efforts to promote organizational stability. Today, arts
organizations are increasingly asked to respond to the demands ofnew audi-
ences, new technology, and new sources of competition. After three decades
NEA
ofhelping to build a strong arts infrastructure, the is reevaluating its
strategies for applying limited federal resources to the challenges facing artists,
the cultural community, and arts organizations.
To begin this process of reevaluation, and to better understand the challenges
NEA
facing America's arts organizations, the hosted a series often colloquia
in 1999. Representatives from both large and small arts organizations met
with experts from such fields as advertising, education, the entertainment
industry, Internet services and charitable gift funds to discuss how arts insti-
tutions can more effectively serve the citizens in their communities.
The colloquia made several important findings:
1. Arts institutions remain undercapitalized, understaffed, andfragile.
2. During this decade, arts organizations willface a widespread
leadership transition.
3. Throughout the artsfield, there exists a needfor sharing knowledge
and bestpractices.
4. In the area oftechnology, the arts are characterized as "have-nots."
5. Arts organizations lack resourcesfor risk-taking.
6. The nonprofitarts are unable to embrace change with the creativity
andflexibility ofothersectors.
In the pages that follow, we share with you highlights from the colloquia.
I thank the forty-one speakers for their reflections about the health and
future wellbeing of our nation's arts infrastructure. The recommendations
ReassessmentofSupportforArts Organization Resources
and information gleaned from the colloquia panels will help NEA develop
grantmaking strategies for building stronger, more resilient arts organiza-
tions in 21st CenturyAmerica.
Chairman'
&
List of Colloquia Presenters
& May
Organizations the Future, 14, 1999
Joe Coates, President, Coates andJarratt
Michael Gallis, Principal, Michael GallisAssociates
Bruce Kogut, Professor ofManagement, Wharton School, University ofPennsylvania
Stefan Toepler, Research Associate, Comparative Nonprofit SectorProject, InstituteforPolicy
Studies, Johns Hopkins University
Audiences ofthe Future/Building Community Ownership, May 21, 1999
Arnold April, Executive Director ofthe Chicago Arts Partnerships in Education
Juana Guzman, Director ofthe Chicago Neighborhood Toursfor the Departmentof
Cultural Affairs
David Halen, Concertmaster, St. Louis Symphony Orchestra
Hal King, ManagingPartner ofKing, Brown and Partners, Inc.
Information & Technology, May 24, 1999
Anne Green, Director ofGrantmakingPrograms, Benton Foundation
Anthony Riddle, Executive Director, Manhattan Neighborhood Network
Douglas Rushkoff, author, lecturer, and social theorist
Fred Silverman, consultant, philanthropy and corporate community relations
State and Local Funding Partners, June 1, 1999
Peggy Amsterdam, Executive Director, Delaware Division oftheArts
Shelley Cohn, Executive Director, Arizona Commission on theArts
Norma Kaplan, Division Chief, CulturalAffairs Division, Arlington, VA
Jennifer Severin Clark, Executive Director, Nebraska Arts Council
Mark Schuster, Professor of Urban Cultural Policy, MIT
J.
ReassessmentofSupportforArts Organization Resources
&
Innovation Entrepreneurship, June 2, 1999
Jerr Boschee, President and CEO, National Centerfor Social Entrepreneurs
Nicolas Kanellos, Founder and Director, Arte Publico Press
Hal Cannon, Founding Director, Western Folklife Center
Van Romans, Director ofCulturalAffairs, Walt Disney Imagineering
&
Life Cycles Critical Junctures of Organizations, June 14, 1999
Dudley Cocke, Executive Director, Roadside Theater
David Gockley, General Director, Houston Grand Opera
Cora Mirikitani, Senior Program Director, James Irvine Foundation
Susan Stevens, President, Stevens Group atLarson Allen
Facilities Development, June 15, 1999
Tom Borrup, Intermedia Arts
Cora Cahan, President, The New 42nd Street
Adrian Ellis, AEA Consulting
Sally Jo Fifer, Executive Director, BayArea Video Coalition
Leadership Development & Capacity Building, June 21, 1999
Marian Godfrey, Senior Program Director, Pew Charitable Trusts
Allen Grossman, Senior Lecturer, Harvard Business School
Jean Horstman, Manchester Craftmen's Guild
Emily Todd, Houston Endowment
&
Capitalization Organization Development Strategies, June 22, 1999
Michael Gehret, Director ofDevelopment, Chicago Symphony
Clara Miller, President, NonprofitFinance Fund/Cultural Facilities Study
Nancy Sasser, President, NationalArts Stabilization
John Kreidler, SeniorProgram ExecutiveforArts and Humanities,
San Francisco Foundation