In an age of unpaid internships, I have done my fair share of work for the “professional experience” it might bring. (I’ve also been asked to do arts-related events for free or at a very low cost—presumably because I am a young person and might want the “exposure.”) I have experienced some of these systemic barriers on my professional journey. It is my hope that arts education can begin to pull away from that linear mode of thinking and gravitate more toward the concept highlighted in our research—a cyclical leadership—that can foster authentic, diverse, and collaborative work environments. This year, as a candidate for the Arts in Education Ed.M Program at Harvard University, I seek to continue this discussion with my academic cohort of teaching artists, arts managers, curators, and nonprofit leaders. We each have a role to play in breaking down the barriers for emerging leaders. 

The High Museum of Art’s Teen Team is a dynamic group of rising high school juniors and seniors who help create and host public programs at the High, including our teen-only Teen Night and monthly free admission day, Second Sundays. The Teen Team program is a paid, year-round commitment, and the teens are considered museum employees. They explore the museum’s collection and special exhibitions, meet museum staff and local artists, and get the inside scoop on museum careers through hands-on experience. The following is a collaborative reflection from two recent Teen Team members, both rising seniors in Atlanta high schools.

Even within our own sector, artists are expected to forgo compensation for the greater good—building a system of support for social service agencies and nonprofits that excludes the arts, and specifically individual artists. We all know that artists, not organizations, make art—yet why is it so often like pulling teeth to solidify artist fees? And why are there so few funding opportunities for individual artists?

Arts organizations are very often predominantly staffed by women, but unfortunately this does not eradicate the centuries of patriarchal approaches that block us from allowing equity for all. In the broader non-profit sector, executive roles and boards are often filled by male candidates who keep their posts until retirement. “Top-down” leadership and a competitive spirit that rejects collaboration or promotion of others’ achievements are other examples of this obstruction. Feminism and activism are just as important as ever in our current political climate.

All children deserve access to quality arts programming, which means that we must not only support in-school arts education programs across the board, but also prioritize schools in low-income neighborhoods and community-based organizations that specialize in mentoring these students outside of school. Serving every student also means providing culturally relevant and economically accessible opportunities in the arts for the overlooked and under-resourced youth between the ages of 14 and 18, especially if we are to create effective pipelines of leadership in the arts.

In 2011, while pursuing my graduate degree in Arts Administration at Savannah College of Art and Design (SCAD), I came across Managers of the Arts, an NEA research study conducted in 1987 by Paul DiMaggio. In this report he examined the backgrounds, education, and career experiences of senior arts administrators of resident theaters, art museums, symphony orchestras, and community arts agencies. While this report is almost 30 years old, DiMaggio highlighted some key points that are important for attracting and retaining arts managers, which included:

• Raising salaries in fields in which administrators are least well paid.
• Establish somewhat more predictable career paths that offer the promise of further opportunities to administrators who reach the top of large or medium-sized organizations relatively early in life.
• Offer more equal opportunities to women managers who pursue careers in these fields.

Last week I met with local arts advocate Julie Madden to discuss some of her career experiences in the arts. I was lucky to have met her just a few weeks prior at Arts Advocacy Day in Washington, DC. It just took one exchange to realize that we not only represent the same congressional district, but we actually live down the street from one another! I was so happy to meet with her and to hear the wealth of stories and advice to share. Since 1998, Julie has served with Maryland State Citizens for the Arts and in 2002 became a board member of the Maryland State Arts Council. Additionally, she has served on The Baltimore Museum of Art's Accessions Committee for Decorative Arts and as Maryland's Director of Arts and Community Outreach.

“You need to pay your dues.”

This statement has always hit a nerve with me. Not because I don’t believe there is some truth to it, but because I believe that it focuses on a problem and not a solution. This often means that the task of “paying one’s dues”, which can be defined as “you need more experience,” is forced upon the emerging leader with no assistance and no direction provided. Decision making is for those with experience, for valid reasons, but what I question is how organizations help provide that much-needed experience to their emerging leaders.

In June 2015, Silicon Valley Creates, a regranting organization in San Jose, California, with a thirty-plus year record in providing funding opportunities for the local arts and culture community, made a bold move–for us. We took a first-time experimental step in investing in capacity building, specifically to elevate the conversation about product relevance.

I recognize that for many artists and arts professionals the very language of “measuring impact” makes your skin crawl. That the highly personal, downright epistemological work you do is beyond the transactional input/output speech of “measurement.” That may or may not be so, but if we as cultural workers can’t articulate the significance of our work, we limit the full spectrum of support available to us. And if in aggregate we can’t name our impact as a field, we remain vulnerable to the persistent devaluation of arts and culture as frivolous at best and elitist and self-referential at worst.

So the question is How? How best to tell the story of our projects, our organizations, our purpose so that the meaning of our work is as transparent as the value it creates? And how to do so while negotiating the power dynamics of external standards driven by grant reporting requirements and an arts economy that regularly changes the mechanisms by which art is valued? 

Just this October, our venue presented Orpheus in the Underworld (Virginia Opera) that got a rave review in a major newspaper.  But, by the time the review hit, the set was struck and it was too late for those readers to see the production. This is our challenge every week. Our audience members leave feeling inspired. We receive fantastic feedback immediately about our programming. Presumably, they leave our venue and tell their friends about their recent arts experience. The word is spreading! But, the artist was only on our stage for one night or at the most one weekend. The buzz is too late to sell those tickets and engage more audience. 

It’s a scientifically proven fact that some of the most interesting things that happen at a conference occur outside of the meeting rooms. 

They happen in the hallways.

They happen in the hotel rooms, if that’s how you roll.

And they happen at the bar.

Dear friends and colleagues,

I'm writing you to share the news that tomorrow is my last day as the director of Art, Culture + Tourism for the City of Providence.

Today I write to thank you for all that we have accomplished together in re-creating Providence. 

Are you a contextual marketer? Probably.

Chances are, you’re doing some form of contextual marketing already. If you’re a marketer, you’ve made some effort to understand your patrons and match their needs to what you’re offering.

While visiting my family in Indianapolis this year, I learned that the excellent Indianapolis Museum of Art admission would now be $18 for adults, $10 for youths ages 6 to 17. This doesn't seem like terribly much - until you realize that it had been free for several years. 

Admittedly, the IMA has been addressing financial issues since losing about $100 million - approximately a third of its endowment - in the 2008 financial crisis.

The theme for this year's NAMP Conference is Lift Off! We will be exploring a variety of new techniques and technologies for audience building and obtaining more overall support of our organizations and the arts in general. Before we can Lift Off!, it is wise to look back over the year-to-date and see what has been occurring in order to create our checklist to get ready for Lift Off!

A number of trends discussed at the 2015 Americans for the Arts Annual Convention resonated with my personal experience as a teaching artist. One trend arose frequently, in a number of different contexts: we all need to consider it since it is clearly top of mind in our field, and prominent in our experimenting with change.  Different presenters used different words to describe this trend, but the gist is: the longtime silos of practice and identity within the greater arts field are coming down. We have stayed within them too long, and now necessity and good strategy are bringing them down.  

This past June, I had the opportunity to present at the first Cultural Equity Preconference at the 2015 American for the Arts (AFTA) gathering in Chicago, IL. Over 100 people spent three rigorous days thinking about art, diversity, and their own communities. Each presentation created space for me to consider, reflect, and question. From chats over lunch about gay zombie theater to bus rides investigating the urgent need to include dialogue about ability and accessibility in social justice movements, every interaction was steeped in expansive conversations.

It’s that time of year – summer is here! As we say goodbye to another school year and take the next month or two to regroup, plan, and hopefully enjoy some much needed R&R (preferably on a beach), here are a few (mostly free) really great professional development resources to help refuel, recharge, and inspire our creative minds. The bonus is they’re all available online!