Americans for the Arts

When we think about partnering with schools, we’re generally pretty clear that success requires changing how work is currently getting done. We’re also (usually) clear that it’s unfair to ask people to make such a change without providing support. Within that context, professional development is a no-brainer. In arts administration and within local arts agencies, however, professional development is often considered a luxury investment. The hidden assumption in this attitude is that changing how we work is rare, or undesirable. The truth is that any arts organization operating under a “business as usual” mindset is in for an awakening—if not now, then in the near future. Local arts agencies have a responsibility to create space to support those awakenings—and a responsibility to prompt them.

How many of us are walking a line at our jobs between being an arts marketer, or not? Nowadays it seems as if dual and blended roles are becoming increasingly the norm for all except the largest arts and cultural organizations.

The arts are fundamental to our humanity. They ennoble and inspire us—fostering creativity, goodness, and beauty. The arts bring us joy, help us express our values, and build bridges between cultures. The arts are also a fundamental component of a healthy community—strengthening them socially, educationally, and economically—benefits that persist even in difficult social and economic times. The arts are all about stories—often small, always meaningful. This advocacy season, find your stories and pair them with the research-based findings in the “10 Reasons to Support the Arts.” Yours will be an advocacy visit that is not soon forgotten.

Creative placemaking has been an ongoing discussion in cities and towns across the country for several years, but where do planners sit in this dialogue? What role does a planner have in the development of a creative placemaking strategy? How can planners incorporate creative placemaking ideas into their projects? Or encourage communities to implement these kinds of projects? Americans for the Arts has partnered with the American Planning Association, in collaboration with the Massachusetts Area Planning Council and The Townscape Institute, on a National Endowment for the Arts funded project to develop a suite of curated resources to assist planners in understanding how arts and culture can impact their work. The tools developed in this project will live as a Knowledgebase on APA’s website, accessible to all who are interested in implementing creative placemaking projects.

On January 1, the 2018 Tax Cuts & Jobs Act went into effect, a substantial change to the U.S. tax code which has the potential to negatively impact arts and culture nonprofit organizations in a variety of ways. One of the most significant impacts will come in changes related to the thresholds and amounts associated with the charitable tax deduction. This 100-year-old provision was designed to stimulate giving to charities and other organizations serving the public good by providing an opportunity to claim a deduction as a reduction in an individual’s tax burden. While the repercussions of the federal tax code changes are still emerging, and corresponding shifts in state-by-state tax policy may impact your situation, the notes that follow are an introductory primer. If you have questions about state-level implications, we recommend you reach out to your state comptroller or state association of nonprofits.

Nearly a year ago, two members of Trinity Repertory Company’s resident acting company proposed an idea: use the Rhode Island tradition of presenting A Christmas Carol to amplify our institution’s commitment to community engagement. They dreamed of incorporating different community groups every night, connecting our audiences to work and people they might not otherwise know. Fast-forward to now, somewhere mid-run of an unforgettable Christmas Carol. Every three days a new community group steps into a show so full of heart it bursts off the stage. The results of this work are still uncountable, and yet the reverberations are already so easy to see. 

As we celebrate the holidays, I encourage you to think of all the ways artists have helped your company, organization, place of worship, community. How have artists bettered your family and your life? Think about the artist behind the public art mural as you pass by while running errands. Take a moment to listen to caroling. Take family and friends to galleries, a live music venue, or small theater production. Let’s all support these artists and community change-makers this holiday season. 

When I began teaching arts management, I remember Robert E. Gard’s The Arts in the Small Community almost leaping off the library shelf at me. His insistence on the importance of the arts to all people, and of communities to the arts, resonated with me from the moment I encountered his work. I have since discovered that as a high school student in Iowa my life was transformed by a summer program he was instrumental in supporting in Wisconsin. Many themes emerge from Gard's writing, and many of my most cherished ideas, among them the role of the “arts establishment” in this work (the need to pay attention to communities) and the role of the arts council.

The arts are important to me, and if you’re reading this, I bet they’re important to you too. I know you’ll agree that the arts help communities heal, learn, and grow. And that’s why I'm proud to support Americans for the Arts: because they help make it possible for arts organizations and artists in communities all over the country to do what they do better, through education, advocacy, professional development, case-making research, and more. I hope you'll join me.

Our filter bubbles and gated communities (both suburban and barbed) divide us. In this intentional division, it is our responsibility to seek that which is different, to engage with what is uncomfortable, and to soften to our own tenderness in order to grow, together, into the promise of America. This America has not yet existed but the potential is there. How, in this time of rapid and sometimes overwhelming change, can the arts alter the face and heart of America?

Way before immersive theater or virtual reality were trendy, Robert E. Gard spoke to the idea of an experience that is creatively valuable because the experience of the “audience” becomes the story itself. We see this in role-playing games like Dungeons and Dragons, as well as new forms of immersive theater like Sleep No More or Then She Fell, in which the experience of participating becomes its own creative energy. I think these creative endeavors resonate with people because they are grounded in each participant’s lived experience (rather than universal plots or a reflection of someone else’s perspective) and, as such, they cannot help but be authentic. 

I’ve long held that audiences with disabilities, including deaf audiences, would benefit from being considered from a marketing perspective and understood from a multi-cultural standpoint, rather than a strictly legal requirement/service perspective.

When you work for a non-profit arts organization outside of a metropolitan area, it’s easy to fall into the mindset that what works for the big organizations won’t work for you—even when you know your mission is BIG.

Or maybe it is? Or maybe it isn’t. The challenge that arts marketers face is navigating the changing landscape and being mindful of the identity and personality of the organization balancing against welcoming the whole community.

As many of you are aware, the Wisconsin Idea at public universities is under attack in many states—one of them sadly being Wisconsin. Allocations by states to their universities are either reflecting this ideology or simply the tough choices created by fiscal reality. Lacking the affluent alumni and profit-generating research, arts and humanities departments in particular are in peril. This flies in the face of Gard’s own legacy in Wisconsin. There is a forgetting, as Gard points out, that the arts “enable the individual to explore the creative potential of his intellectual and emotional self, and … can result in new understanding of the human environment.”

The case for sending a “NAMP Team” to the National Arts Marketing Project Conference to increase their marketing and advertising skill levels, which in turn will serve to attract and entertain more visitors and residents in your community.

This has been a trying week for the public art field across the country. I have heard from many of you, expressing concerns and challenges as your communities turn to you for aide in addressing Confederate memorials and symbols in your public arenas. Please know that you are not alone in your work. The conversations and community meetings that have happened and will happen are necessary for our country to move forward. Your role is essential to your community, and we are here to support you.

Content sponsored by University of Massachusetts Amherst Arts Extension Service.

Arts organizations are leaders in their communities, and they can lead by example and inspire individuals and other organizations to also do their part in reducing the need for energy, water, and fuel. In the new 6th edition of Fundamentals of Arts Management, Sarah (Brophy) Sutton and I have mapped out a step-by-step process for how to transform your arts institution into a sustainable one, regardless of scale or budget size.

As a field focused on demographic similarity across great cultural and physiographic difference, rural artists explore their commonalities by exchanging projects, strategies, and challenges. Relationship to place is our tie that binds, so the field is increasingly prioritizing projects that connect people and organizations across distance and divide. These relational projects, conferences, and digital resources use cultural exchange as a vehicle for social transformation by expanding connections between people and places.

Sometimes, of course, you feel like walking away because of the old challenges: a change in the political tide, a recession, difficult people, the endless paperwork, scrambling to do more with less. But none of these are reasons to bail. When I know I haven’t shied away from an uncomfortable situation or unfamiliar territory, then I can choose something new with a clear conscience.

Content sponsored by University of Massachusetts Amherst Arts Extension Service.

Identity, cultural democracy, excellence, justice—just a few of the “whys” behind our work. We have many spiritual ancestors who can help us articulate our “why” because, as discussed in Fundamentals of Arts Management 6th edition, this work has been weaved throughout our country’s history. I urge us all to take to time to connect with our own sense of “why.”

Content sponsored by University of Massachusetts Amherst Arts Extension Service.

Advocacy is fundamental to building a vibrant and lasting cultural community. In our chapter on advocacy in “Fundamentals of Arts Management,” published by the UMass Amherst Arts Extension Service, you will learn the ins and outs of arts advocacy from creating strategy, to building alliances, to the details and protocol of conducting a meeting with an elected official. 

In 2015, Americans for the Arts set out to determine the economic impact of the nonprofit arts industry through Arts & Economic Prosperity® 5 (AEP5), the largest national study of its kind. It has been five years since the last such study, which came shortly after the Great Recession. We focused on 341 regions representing all 50 states and the District of Columbia, including 14,439 arts and cultural organizations, and an extraordinary 212,691 audience members. Surveys were collected throughout 2016, and results were revealed June 17 at Americans for the Arts’ Annual Convention in San Francisco. The numbers are remarkable.

When recently asked how best to advocate for the arts in the current environment, U.S. Senator Tom Udall (NM)—co-chair of the Senate Cultural Caucus and chief sponsor of the CREATE Act—was unequivocal: “Start by telling every one of your Senators about the economic benefits of the arts.” This familiar refrain is one we have heard for decades from city council chambers to governor mansions to the halls of Congress—and it works. Arts & Economic Prosperity 5 does just that. It changes the conversation about the arts from that of a “charity” to one about an “industry” that provides both cultural and economic benefits to the community.

Are people staying in their jobs for shorter periods of time? Not according to the Department of Labor Statistics reports, which say that tenures in jobs actually increased slightly during the past decade. But it is true that younger workers (25 to 44 years old) only have a median tenure of about 5 years, compared to older workers (46 and up), whose median tenure is 8 to 10 years. And although those employed in the public sector tend to stay longer than those in the private sector, I still seem to be a statistical outlier. I’ve stayed in my job for 25 years (wow, that’s a long time!). Here’s why you should think about staying in your job.

Sometimes the most innovative and successful solutions come from collaborating with those who do not think the way you do. This is what practitioners in the Pacific Northwest have been willing to do since the beginning of public art programs in the region. The thinking and unique perspectives of artists have been valued as much as or more than the objects they may produce.

I have worked with hundreds of volunteers, be they board members, letter stuffers, wine servers, budget testimony panelists, and more. We do not achieve status as members of the “beloved community” by singing our own praises, and ignoring the commitment and dedication of those who volunteer their time with us. We do not achieve this by saying “our doors are open to all” and then sitting inside those open doors and waiting for “them” to come. Without those who give of their time and resources freely, we are nothing but another cog in a wheel.

The arts and culture sector is often looked at through a very narrow lens. Theatre productions, museum exhibitions, and symphony orchestras typically comprise the average person’s concept of the arts. What’s more, the arts are often viewed as isolated instead of being seen as part of a larger economic ecosystem. But key decision-makers and leaders understand that the arts can be an important part of a city’s economic development and growth strategy—and this growth often comes without huge price tags or tax concessions.

Mayors are on the front line of government. If there is a pothole, constituents don’t call the White House or the Governor’s Mansion; they call City Hall. In other words, the buck stops with mayors to provide services to the residents of their cities. So, what do mayors prioritize and/or worry about? Americans for the Arts’ partner, the National League of Cities, just published their 2017 State of the Cities report which analyzed mayors’ State of the Cities Addresses and catalogued the top issues. I was pleased, but not surprised, to see that “Arts & Culture” was one of the five Economic Development sub-topics.

A few weeks ago, Bureau of Economic Analysis of the U.S. Department of Commerce released the results of a comprehensive cultural industry impact study. Florida, with 3.3 percent growth, is in the top five states for the fastest-growing arts and culture job markets in the nation. The Cultural Council of Palm Beach County has made it a priority to harness this economic power and put it to work to build more robust cultural facility infrastructure, promote arts districts, and cultivate an ever-stronger community of artists.