Americans for the Arts

Laura Zabel

I believe deeply that the best solutions are local.

The work I admire most is deeply rooted in the community it serves. And it often takes years and years to know a community well enough to provide what it needs, to have the right network to make the work accessible to the people who want it and the cultural intuition to make the work resonate.

And I also believe you can always go deeper and always have more impact.

Springboard for the Arts has been in Minnesota for over 21 years and there is still so much more to do here—more ways we can reach new communities, more partners to work with, more issues to understand.

When it comes to cultural experiences I can’t think of an arts organization that should be worried about market saturation (said another way, I think we’ve got a long way to go before we’re reaching everyone, even in our own backyards). Not to mention the great benefit to remaining organizationally small, nimble, and responsive.

And yet. And yet…I also believe deeply in sharing. I know that by collaborating and sharing models that work, or ideas that inspire, we have the capacity to do much more together than we could ever do each toiling away in our own silos. And so, at Springboard we’ve decided we want both. We are both deepening our local presence AND scaling nationally.

We’ve spent the last two years talking, strategizing, experimenting, and piloting. And we’ve decided it’s not replication we’re after—it’s movement building.

Andrew Taylor

Before we can have a useful conversation about taking cultural enterprises or community arts efforts "to scale," we need to define what we mean by that. "Going to scale" usually means serving more people in more places with the same service structure. But that can happen in a number of ways.

First, a single organization can successfully increase its reach or impact by expanding. Second, other individuals or organizations can replicate successful projects or programs to serve more people in more places, while the original organization remains much the same. Finally, you can scale through a hybrid of the two approaches above, where a successful program provider creates a "franchise" to license or sell or support multiple instances of the same program.

In the commercial world, scalability of a project or business has mostly to do with economics, and the interplay of fixed and variable costs (sorry, we have to go there...but I'll be brief). It all begins with the fixed investment required to build the project or process...how big the machine or system or service network needs to be to launch.

After that, it's all about incremental revenue. Projects can scale if the incremental revenue from additional users is large enough to surpass the fixed costs quickly, and leave them in the dust (the customer pays you $10 and they only cost you $1, for example). When incremental revenue is slim (customer pays you $10, but cost you $9 to serve), a project can't capture its fixed costs quickly, can't surpass those fixed costs dramatically, and therefore can't scale very well.

Michele Anderson

What is the one issue in your community that causes the most uncertainty, disagreement, or fear? The one thing that turns everyday citizens into mad-genius poets in their desire to cut through the noise and be heard?

Chances are that this issue might also be the very thing that could bring your community to the next level. But only if some time is taken right now for all community members to be invited to step back, interact, and express themselves about the issue.

Oh, and somehow, to have fun doing it. That’s important.

This is not the job of your city council, or your newspaper’s online forum. This work of imagining the possibilities, making the hard questions beautiful (and even fun), looking at the story from a distance, and then examining it in microscopic detail, is the work of artists. And the good news is that every community has them if you look for them.

For the last two years of managing Springboard for the Arts’ first satellite office in Fergus Falls, MN, I have been increasingly interested in the unique role that our region’s artists can offer to the important process of framing key issues in their communities.

While the rural communities in West Central Minnesota are grappling with many challenges, none have embodied the potential role of transformative leadership from artists more than the controversial fate of the Fergus Falls State Hospital, or “The Kirkbride Building.” 

Tim Storhoff

For this Blog Salon, I really had to stop and think about what would make Tallahassee a better place in general and for the arts.

While Tallahassee has been the butt of many jokes in films and television, it’s actually a very vibrant place with a lot going on. In addition to being the state capital, it is the home to Florida State University and Florida A&M University, both of which have accomplished performing and visual arts programs, and annual events like the Seven Days of Opening Nights Festival regularly bring in world-class artists that otherwise would not be found in cities of this size.

After talking with a coworker and comparing Tallahassee to similarly sized cities, however, it all made sense. We’re missing a river.

A natural landmark like a river or a lake near the center of a city creates an important focus point for developers and provides key elements to that city’s sense of place. Tallahassee is very spread out with a few different pockets of activity, but it lacks a centralized, pedestrian-friendly area to define it.

I’ve previously lived in Fargo and Iowa City. While smaller than Tallahassee, they both have pedestrian-friendly downtown areas near a river where businesses, restaurants, and the arts are thriving. Digging a river in Tallahassee would probably be a poor choice. Thankfully efforts are already underway to create a centralized destination district that can bring together the city’s various communities through arts and culture. 

Cally Vennare

How do you utilize the arts to foster civic identity, cultivate tourism, and brand your city, town or neighborhood?

Four arts leaders. Four diverse markets. Four distinct audience segments. While the cities and circumstances may differ, their authentic and creative approach to problem solving, consensus building, and collaboration did not. Here are their key insights and takeaways from last week’s 2013 Americans for the Arts Convention.

Andrew M. Witt, St. Johns Cultural Council (St. Augustine, Florida)
“Be real. Find the asset in the community that is going to be of interest to someone not in your community and sell that in a realistic way. The worst thing that can happen is to not meet (customer) expectations. If you don’t, they’ll tell 10 people; if you exceed expectations, they’ll tell 2 people. So you have to deliver on the promise you made.”
Learn more about the work of the St. Johns Cultural Council here.  

Robert Vodnoy, Aberdeen University/Civic Symphony (Aberdeen, South Dakota)
“The lesson in all the different stories that I told you is: the general impulse of the community is to have civic pride and not want to touch the stories that are problematic. Or to sanitize them. But I think the cultural tourist is more interested in the whole story. So I think the challenge is to get the civic identity to embrace its complete self, and not to walk away from what is actually a rich story just because it’s a little ‘icky.’ It’s a tougher story, but it’s a much more interesting narrative. Embrace the dark side.”
Learn more about the Aberdeen University/Civic Symphony here.