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Strategies for Arts in the 21st Century

Explore the evolution of arts organizations from the 1960s to the present, encompassing survival skills, foresight, and future strategies for embracing change and creating healthy communities. Discover the significance of proactive approaches, advocacy, and fostering inclusivity in the arts. Learn about the State of the Arts Report (SOAR) and the importance of diverse perspectives in shaping artistic initiatives. Uncover the personal and communal values that art brings to individuals and communities through engaging narratives and insightful analyses.

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Strategies for Arts in the 21st Century

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  1. Toward Public Value: New Strategies for the Arts in the 21st Century

  2. In the beginning... • 1964 – the National Endowment for the Arts is established • 1965 – the Ohio Arts Council is established

  3. Governor Rhodes with Stan Aronoff, 1965

  4. Late 1960’s – early 1970’s • 1968 – the North American Assembly of State and Provincial Arts Agencies is organized • 1972 – the Mid-American Arts Alliance is formed • 1974 – Regional arts organizations are formed the served the Upper Midwest, the West and the Southwest

  5. Mid 1970’s • 1976: establishment of the Ohio Citizens Committee for the Arts (now Ohio Citizens for the Arts) • 1977: OAC creates Minority Arts, Traditional Arts and Individual Artist programs

  6. Mid-1990’s • Technological advancements abound • Major arts education partnerships are established • OAC launches the Appalachian Arts Program

  7. Late 1990’s • NEA staff reductions • Term limits implemented in Ohio • State economic woes begin

  8. in millions

  9. Survival Skills... ... and luck has nothing to do with it!

  10. Foresight • Being proactive • Staying ready for challenges • Close connections to – and dialogue with – constituents • Strong advocacy organization in OCA

  11. 1998: OAC begins work on the State of the Arts Report (SOAR)

  12. Wallace Foundation funds have enabled: • Direct funding to 5 regional Ohio sites • OAC “FAM-iliarization” tours • Internal staff training, planning and professional development

  13. Passion Dedication Commitment

  14. “You can’t solve a problem with the same consciousness that created it.” - Albert Einstein

  15. Other Keys to Success: • Support and accessibility for all • Strategies for inclusion and participation • Persistence and willingness to embrace change • Long-tenured staff and Executive Director • Belief in the ability of the arts and artists to create healthy communities

  16. The Future...

  17. SOAR Revisited: • The universe of entry points to the arts is expansive • Old “classical” definitions of the arts were not inclusive enough • 3 of 4 Ohioans believe state tax dollars should be used to support the arts • Only 40% are aware state tax dollars do support the arts

  18. SOAR at the local level: • Going beyond who’s in the audience: do you know who isn’t? • Why aren’t they there? • How can you serve these constituents in a meaningful way if their voices are not heard?

  19. 2003 OAC Field Survey: • 86% agreed or strongly agreed that they value the OAC staff for their leadership and guidance • 70% agreed that the OAC should provide programs that give them a broader perspective on arts policy / current research • 73% strongly agreed that the OAC should be a leader in helping Ohio’s citizens understand the of the arts value

  20. Describe a personally meaningful arts experience: • What / when / who / where? • Describe a Sensory Memory / Metaphor. • What was the personal value to you? • What was the social or relational value? • What was the value to your community / city?

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