Americans for the Arts

For 26 years, the Arts & Business Council of New York has been hosting the DIAL internship program as an investment in a more equitable arts management field. This summer, 12 Diversity in Arts Leadership interns from all over the country are working at arts nonprofits in New York City for ten weeks to explore and build skills in arts administration and leadership. Get to know these up-and-coming arts leaders in a two-part blog series.

I am a Colorado native and a third-generation artist. I work in illustration, photography, jewelry, lapidary, painting, printmaking, sculpture, assemblage, and installation art. I’m also the founder of ReArranging Denver, a ten-year-old zero use self-sustaining project that has engaged over 50,000 people, connecting communities to their local business and neighboring cities through creative reuse workshops, installations, and events. I also travel to universities, libraries, art coalitions, and low income and private schools, giving living artist lectures. I always had the impression that most artists died before seeing success, so I decided to start seeing myself as a living artist sharing my secrets of success. As the Americans for the Arts staff learned more about my work, they asked me to share my story with them, with you, and with those about to join forces in Colorado at Convention.

The discourse of what public art can be is ever expanding. With the accessibility of new creative tools and platforms to present new forms of public art, artists and presenters are pushing existing boundaries and creating new ones for what public art can be and how it is presented. It’s an exciting time for Masary Studios, a team of artists creating one-of-a-kind visual and sound experiences. By unlocking the hidden possibilities of an urban landscape or space, Masary’s works are at once a performance, a dissection of architecture, and an immersive visual spectacle. And while we are artists, we are also business owners. Each piece takes on a different artistic approach, but our business model for project management, technical direction, budgets, and attention is consistent and critical in how we see a vision through to retain a healthy balanced working life. 

In 2018 the Arts & Business Council of New York (ABC/NY) is expanding on the success of its 25-year-old Diversity in Arts Leadership internship by approaching a new challenge area in the career continuum where we can grow and share our expertise. DIAL Labs is a summer 2018 pilot series that will engage professionals 5 to 10 years into their arts careers to include senior-level mentor pairing, interactive expert panels, and culturally-relevant programming. This program is not just about earning promotion into senior leadership; it is an intentional investment and exploration into the longevity, inclusion, and retention of an increasingly diverse arts leadership. Together, as an arts field in NYC and beyond, we will expand the network of executive opportunities for arts professionals traditionally untapped for senior leadership.

Founded in 2016, Bronx Native is a brand that highlights the Bronx through apparel, art, and media. It was founded by two multi-faceted individuals, siblings Amaurys and Roselyn Grullón. Bronx Native is not only a brand that represents the Bronx as a borough, but also their words and actions provide a platform for the Bronx’s artistic community, entrepreneurs, and its residents. In this interview with co-founder Amaurys Grullón, we discuss how Bronx Native marries their art with business, and the ways they have impacted the Bronx’s cultural community through creative collaborations, live events, and a commitment to showcasing the borough's history and culture through visually appealing design creations.

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.

We recently had the opportunity to speak with Julie Muraco, the new Chair of the Board of Directors at Americans for the Arts. Julie has been involved with the Americans for the Arts Board since 2005, coming to the Board when Americans for the Arts merged with the Arts and Business Council of New York. In this interview, Julie talks about her enthusiasm for her new role, her vision for the future of Americans for the Arts, and the smooth transition and camaraderie between herself and former Board Chair Abel Lopez.

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.

To recognize the important role of the business community in advancing the arts, Americans for the Arts annually presents the BCA 10 awards celebrating ten businesses for their innovative partnerships with the arts. These businesses range in size and location but share a passion for engaging with the arts to advance their companies and communities; and from our work around the country, we know that they are not alone and that there is increased engagement from the business community in support of the arts. That is why it is not surprising to see that the 2017 edition of Giving in Numbers produced by CECP, in partnership with the Conference Board, showed an increase in arts funding from the corporate community between 2014 and 2016.

The Business Roundtable is part of a series of convenings Americans for the Arts hosts to gather insight and best practices from leaders in all sectors, and is designed to address the needs of businesses across industries looking to engage and retain a diverse workforce by incorporating the arts into their portfolios, and to strengthen and diversify their talent and their brand. The roundtable was bookended with an example of an arts-based experience that the Arts & Business Council of New York encourages the corporate community to employ in its approach to addressing DEI goals in thoughtful and innovative ways.

Arts organizations are situated in a prime spot in society for changing community outcomes, but are not recognized or leveraged by impact investors as a critical resource. Can you imagine a world in which capital is connected with arts organizations that dually function as social entrepreneurship firms, B Corps, and employee-owned co-ops? This very well could be the future of social impact investing. There is a rising tide of organizations working to facilitate the interaction between investors and arts organizations that create a social and financial return, both in the USA and abroad. We could be finally witnessing the genesis of a trend that whittles away the wrongly perceived line dividing artists from economic contributors. 

On October 11, businesses of all types and sizes from all across the country—Vermont to Hawaii and eight states in between—will come together for the BCA 10 gala at the Central Park Boathouse in New York to be recognized by Americans for the Arts for their outstanding commitment to the arts. But WHO are these honorees? Learn more about their arts partnerships below including corporate performance groups, extensive art exhibits, and some fierce board leadership. 

After reading the article “Most People are Secretly Threatened by Creativity,” I was depleted and infuriated. Creativity is the backbone of most of my identity as well as nearly 100% of the people I have come to know in varying communities including arts administration, marketing, event and hospitality management, and performing arts—even my engineering-focused friends at my alma mater were open-minded, creative vessels. So, what is with this idea that creativity is threatening?

In a conversation on “How Tech Companies Think About the Arts” at the 2017 Americans for the Arts Annual Convention in San Francisco, artists and arts organization had an opportunity to connect with philanthropic representatives from Silicon Valley companies to learn and exchange ideas on how to better engage one another. The key question: How can arts organizations partner with tech companies on a more personal, individualized level—turning employees into active community arts participants?

This week, we present the final installment of our Diversity in Arts Leadership intern profile series. For 25 years, the Arts & Business Council of New York has been hosting the DIAL internship program as an investment in a more equitable arts management field. This summer, 12 interns from all over the country have descended upon arts nonprofits in New York City for ten weeks to explore and build skills in arts administration and leadership.

This summer, 12 Diversity in Arts Leadership interns from all over the country have descended upon arts nonprofits in New York City for ten weeks to explore and build skills in arts administration and leadership. This week, six interns are profiled and next week, six more! For 25 years, the Arts & Business Council of New York has been hosting the DIAL internship program as an investment in a more equitable arts management field. Let’s check in on the intern experience so far …

Arts organizations are already in the right position to maneuver for a bigger part of the philanthropic pie, but they face a number of challenges—not least the fact that competition for philanthropic funds is likely to intensify. As the arts enter a heightened competitive funding environment against any number of other social issues, will artists be forced to stifle their creativity to attract funding from businesses that are increasingly nervous about entering the firing line of an unconventional administration?

Framing is the narrative one creates about ideas, pictures, symbols—the impressions formed about oneself, others, and the environment they inhabit. Non-profit and for-profit are simply tax delineators, but an entire world of framing has developed within those terms, where some organizations see themselves as charities rather than economic and social value producers. In truth, arts organizations do not come to society requesting a “hand out,” but offer a “hand full”—building more socially equitable, sustainable, and economically prosperous communities. With this “hand full” mentality, arts organizations are value producers, like businesses.

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.

A recent publication, the Future of Jobs Report, aimed to alert those leaders about current stock of knowledge around anticipated skills needs, recruitment patterns, and occupational requirements on labor market from the perspective of some of the world’s largest employers. Both Creativity and Cognitive Flexibility made the list of top 10 skills. This is great news for education where the arts are present, since they are the springboard of creativity, innovation, and cognitive flexibility; but strategy to implement arts-infused curricula more fully in public education is needed to educate the workforce of the future. The call for strategic local arts advocacy is warranted.

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.

Too often, the realms of art and business are separated from one another—dismissed as being two entirely different worlds that don’t belong on the same plane. There are those, however, who see the importance of building bridges between these two realms, and see how these bridges can better the two sides, if they are partnered together in the right way. Roche Tissue Diagnostics (known locally as Ventana Medical Systems, Inc.) in Oro Valley, AZ is one such company that seeks to join the worlds of art and business.

In Nashville, baseball season just opened at First Tennessee Park, home of the Nashville Sounds. But baseball won’t be the only attraction at the park. The stadium is also home to a one-of-a-kind mini golf course that was designed entirely by artists. “Going to a gallery or museum can be intimidating especially for those that haven’t grown up with access to great art. This project was a great way to provide that access for people to experience outside of those parameters in their daily life.”

Louisville Arts Link features a continuous feed of every imaginable local arts event. Previously only available in a physical format, the Arts Card allows users to support Fund for the Arts directly and receive special offers like discounts and first opportunity to purchase tickets for events. There are endless possibilities for the future of the app and with the help of our skill-based volunteers and committed partners like Humana Inc., we’ll be able to achieve those goals. 

We already know it’s important that a nonprofit organization have a Board of Directors that reflects the community the organization is designed to serve. We don’t simply believe that nonprofits should look like the communities they serve, but we understand the importance of the high-level participation and integration of individuals from historically overlooked groups. Imagine the implications in funding, talent acquisition, and audience development, for example, when an arts organization enjoys passionate champions on their board who come from a cross-section of backgrounds and experiences. This can open critical doors in helping arts groups achieve their mission.

Since its inception, The Arts Council of Winston-Salem and Forsyth County has celebrated more than 65 years of milestones. Throughout the decades, we have provided proactive leadership, sparked cultural growth, and granted financial support to create a flourishing cultural environment. In recent years, we have embraced that our mission has broadened from serving the arts to serving the greater community through the arts. To that end, one of our primary objectives is promoting diversity and inclusion through our work and that of our partners.

If we’re going to talk about diversity, we also have to talk about inclusion. Diversity acknowledges and celebrates the differences we all bring to the world. Inclusion is about picking up all of those differences and putting them to work together, and using them to drive designed and desired outcomes. Diversity and inclusion are critical at Aetna, particularly when we think about our consumers—they don’t all look and think the same way. Our employees must be diverse so that our strategies and services are diverse, leading to a practice of inclusion that allows our customers to receive the support that best suits them individually.

In light of recent events, corporate America has an opportunity to embrace the inclusivity that their customers crave. However, companies need to be thinking and acting on diversity and inclusion all of the time, not only because of customer values, but because it makes good business sense.