Local Arts Agencies continue to be the leading voice in support of arts and culture in communities around the country. In addition to supporting artists and arts and culture organizations, LAAs are instrumental in setting the pace for adoption of equitable policy, programs, and resource distribution. Over the decades, LAAs have continued to find ways to serve their communities more fully, advocate more effectively, and provide support for arts and culture organizations and artists. LAAs have struggled with recessions, changing political leadership, and the challenge of individuals understanding the value of investing in arts and culture—all while balancing staff capacity and resources. The salary survey report in Americans for the Arts’ 2018 Profile of Local Arts Agencies sheds light on certain disparities in representation. The results reinforce the need for urgency and intentional action to improve compensation, diversity, and parity in the field.

Small business is the heartbeat of the economy—that’s certainly the case here in Lakewood, Colorado—population 155,000 in a city that occupies 44 square miles between Denver and the foothills of the Rocky Mountains. We have seven large organizations with 1000+ employees, but nearly 7000 entities employ 50 or fewer. Primary employers are critical. But the math is crystal clear … small business rules the road. But as the new millennium arrived, not every part of our City’s economic engine was hitting on all cylinders. Lakewood’s 40 West Arts District is located in the oldest part of our City along West Colfax Avenue—a historic commercial corridor that is just now emerging from 30 years of economic decline, with the arts at the vanguard of its renaissance.

Like many social areas, the arts have struggled to reach consensus on impact measurement metrics. Certainly, considerable progress has been made in terms of measuring economic impact as a result of the arts, led by Americans for the Arts and its Arts and Economic Prosperity series of research reports. But, as Business Contributions to the Arts: 2018 Edition reiterates, most companies are not measuring a standard set of social outcomes when it comes to the arts—and that could be holding the sector back. Our data also show that corporate funding for the arts is in a strong position. That means that now is the time to take on the challenge of being more rigorous in the measurement of arts programs to help ensure sustained contributions over the long term. Companies would benefit from stepping up to the plate.

Last November’s mid-term election resulted in significant political victories for the supporters of arts and culture as a tide of pro-arts ballot measures successfully passed in the western cities of San Francisco, Tempe, Culver City, and Tacoma. As co-chair of the Washington state effort to create enabling legislation and, later, co-chair of the campaign in Tacoma, I believe the lessons from these successes bode well for future, similar efforts in other communities across the country. Perhaps Tacoma is a model for such cultural funding solutions, especially in mid-size and smaller markets. If so, we in Tacoma hope other cultural communities across the nation will be bold, build a smart proposal, make their case, and give voters a chance to show you how much they want cultural services!

Earlier this fall, Americans for the Arts and The Conference Board released the Business Contributions to the Arts: 2018 Edition report. The results provide both an insight into current corporate giving trends as related to the arts and an opportune moment to look back on broad trends. While the survey methodology has changed numerous times over the years, making exact comparisons challenging, we can examine the overall progression of certain aspects of arts support among companies, including what size businesses are consistent arts supporters, what reasons companies give for supporting the arts, and how giving behavior changes (or not) as the national economy fluctuates.

This past September, I had the honor of being invited to the Americans for the Arts Executive Leadership Forum (ELF). ELF is where arts leaders running local arts agencies from all over the country come together for four inspiring days in Sundance, Utah. We are Executive Directors. Some of us are managing large city agencies with million-dollar budgets, some are managing mid-sized agencies, and some are managing small, but mighty, agencies such as mine in Oak Park, Illinois. While we are all different and a rather diverse group of people, we are indeed alike in many ways. Those that attend ELF become fast friends as we began the four-day journey. Each of us comes with the hope of exploring ways to become more effective leaders in our respective communities. This forum offers all participants the chance to share their stories, seek and give advice, exchange ideas, and learn from each other.

This is an incredibly challenging time to be a leader in any capacity, but especially in a community arts organization. Let’s be honest: as leaders, we don’t know with absolute certainty whether our ideas, our strategies—our leadership—will result in our vision of impact. This is especially true at this very emergent time. Arts funding is constantly under attack. We find ourselves having to repeatedly justify our existence, often pushing us into survival mode and stifling creativity in the very places it should thrive. Historically, community arts organizations have looked to large-scale, stable, and well-resourced arts institutions—our symphonies, operas, and museums—as models of success. While these elements have their place in institutional capacity building, I’m not convinced that these are the most important measures of success for creating more relevant, sustainable community arts organizations. Now, I’m not suggesting that you fire your Board or cash out your endowment investments. We should definitely keep the best of the best practices from our arts institution friends. I’m saying that we must also remind ourselves that the word community comes first in our field for a reason.

Over the last 18 months I’ve gotten to work with 10 different planners at the Metropolitan Area Planning Council in a variety of departments: Land Use, Public Health, Environment, Government Affairs, and Strategic Initiatives. I was also involved in project development conversations with Municipal Collaboration, Transportation, Clean Energy, and Data Services. Many of these projects grew out of the conversations I had in the first couple months of my residency, when I met with directors from all the dynamic practice areas at MAPC about how they imagined arts and culture could be woven into their work. I was inspired by the depth and breadth of their focus areas, and the opportunity to not just to imagine possibilities together, but to put the ideas in action, was very exciting. I’ve met so many community members, leaders, and youth who shape our region. It’s been a rich residency and I am grateful for the experience.

January 2019 marks two years since I launched the Arts & Culture practice at the Metropolitan Area Planning Council (MAPC), an independent state agency serving the 101 cities and towns in Metropolitan Boston. MAPC has an entrepreneurial and innovative culture for a government agency, and our Arts & Culture practice was conceived and operates in that spirit. We deliver technical assistance in cultural planning, creative placemaking, creative community development, arts and cultural data collection and analysis, and cultural policy. And we have an Artist in Residence who serves MAPC as an agency and works with some of the cities and towns we serve. It has been quite a ride! The impetus for our launch came from two sources: a desire to implement the arts and cultural priorities in our agency’s MetroFuture regional plan, and my dogged determination since entry into the urban planning field in 2009 to do place-based social justice work that engages arts, culture, and creativity at the core.

A few years ago, the District of Columbia Office of Planning (DCOP) launched an ambitious local government creative placemaking initiative. DCOP designed a multi-year, multi-neighborhood effort that would build community in areas experiencing rapid change. Supported by the Kresge Foundation’s Arts and Culture Local Systems Program, “Crossing the Street: Building DC’s Inclusive Future through Creative Placemaking” used arts and culture to activate space, foster conversation, promote inclusive experiences, highlight neighborhood assets, and advance planning. What became apparent as we embarked on this journey with curators, artists, and communities was the impact that an artist-municipal framework could have: planners began to think like artists, and artists began to think like planners. We also had not fully accounted for the unique lens, approach, and connections that artists make when working in a community. There are many lessons learned from our Crossing the Street, but we will focus on two distinct areas: 1) a new way to engage community; and 2) systems change. Inherent to both areas was a single underlying facet: the role of artists-municipal partnerships.

I have had the honor and pleasure of attending Americans for the Arts’ Executive Leadership Forum (ELF) three times in the last eight years. Without a doubt, these experiences have provided the best leadership and professional development in my life. The ELF is an opportunity for executive directors in the arts and culture field to come together for the opportunity of deep learning, reflection, and planning, all aimed at advancing the arts at the local level. Having several days to reflect, retreat, connect, and celebrate with colleagues who “get it” is a tremendous bonus that is both restorative and empowering. The quality of content carefully prepared by the Americans for the Arts staff helps ensure that each ELF provides the enrichment and reflection necessary to equip local arts leaders in what is often a busy and demanding life. The attention to detail and advanced reading material helps set the stage for a great learning opportunity.

2018 was a year of some highs, but many lows. Controversy and anger and fear still seem to swirl around us in large supply, and more often I find myself sitting at my piano, my energy source and antidote for when I am feeling low. I imagine how all of us can better convey the power of the arts as a unifying force—as a solution for our country—during these difficult times. Our need for the arts is apparent. We have needed and sought the healing and teaching power of the arts for a long time. Robert Redford once said, “I’ve long believed we could move toward solving some of our biggest problems if there were an artist at every table.” Woven through the events of this year were artists who are making a tremendous difference in communities across the country, and their diverse voices are animating conversation and giving us hope for a kinder and more compassionate world.

Few of us are taught how to do civic dialogue. How do we develop and improve our ability to facilitate groups made up of individuals with potentially vastly different life experiences, identities, vested interests, and communication styles? Here’s one answer: Theater. When we want to literally incorporate new skills in our work, we need a body-based practice that can allow us to explore the interplay of subject matter, emotional response, social identity, and physical bodies in a physical space. That is the theater of civic engagement. And the methods of theater are learning tools that can and should be central to the training of public officials and community leaders who shape our interactions in the public sphere. Drexel University is currently working to ensure that urban planners have the skill set to facilitate civic engagement, and its Masters of Science in Urban Strategy (MSUS) program has drawn on embodied and theater-based methods as a core training methodology.

In recent years, there has been an increase in smaller scale, temporary public art projects that encourage community participation and conversation. This is an exciting moment as community members are taking the initiative to create public art that fosters a sense of ownership and pride in their neighborhoods. As the interest in localized public art grows, the individual artists and communities who pioneer these projects are looking for new ways to fund their art. Crowdfunding, a grassroots method of funding a project through raising many small amounts of money from a larger number of people, typically via the Internet, has grown in prominence as a way to pool resources towards a project. In the recently published paper “Crowdfunding in Public Art,” I explored the ways crowdfunding has been used to implement public art, and I’ve been inspired by what I’ve seen.

Much has happened since last I wrote, including the 2018 Midterm Elections, in which: Over 113 million citizens nationwide turned out to vote; a record-breaking total of 107 women were elected to serve in Congress; Democrats now control the U.S. House and Republicans retain hold of the U.S. Senate; key congressional arts supporters like Rep. Betty McCollum (D-MN) on the Interior Appropriations Subcommittee and Rep. Richard Neal (D-MA) on Ways and Means Committee will be the new chairs; at the state level, there will be 19 new governors, 27 new state legislative leaders, and 1,700 new state legislators—resulting in a 23% turnover; and more than 2,000 women will serve in state legislatures in their upcoming sessions and will hold the majority in two state legislative chambers—the Colorado House and Nevada Assembly. On top of getting out the vote for this year’s midterms, State Arts Action Network leaders had noteworthy advocacy gains in their communities.