Arts Intranet

Arts administration needs a bit of revolutionary thinking for the continued health of the sector. The future of the arts is already here, being ushered in by arts leaders who test norms, continuously evolve, and keenly anticipate tomorrow.

New audiences, technologies, and competition require successful arts leaders to implement new models, develop cross-sector partnerships and allies, and stay focused on their vision. The revolutions in our field do not appear to be complete departures from what we are doing. That is to say most of the fundamental work functions of arts administration remain (e.g. production, marketing, and fundraising). What is in flux are how these functions are carried-out. These new methods and considerations require some revolutionary minds.

On July 26, 1990 the Americans with Disabilities Act (ADA) was signed into law by President George H.W. Bush. I was five years old and the child of a father who was hard-of-hearing. I knew that my dad wore hearing aids, but I never really thought about it. My dad was my dad. Like most five year olds, a law as significant as the ADA was lost on me. But I needed to know why there were captions on the TV that obstructed my cartoons! I was curious why these words were on the screen. This was the beginning of my curiosity that led me on the path to become not only a disability advocate, but a museum educator. I remember when “the black box” (closed captioning box) arrived at our house. Our neighbors had a deaf son and they wanted to share this new and innovative technology with us. It’s hard to imagine that something like this was cutting edge! Especially 25 years later when I’m working with telepresence robots!

In more recent times, the arts administration field has begun to recognize the importance of cultivating tomorrow’s leaders. Professional development opportunities have begun to spring up for the “next-gen” or “emerging” leader. These buzzwords have essentially become synonymous with being a “millennial” in this field. Yet the term itself tends to be defined with certain characteristics of being detached, entitled, liberal, and tech savvy – most of which don’t always bode well for a young person trying to emerge into a predominately “baby boomer” arena.

In Boston, a nonprofit organization called the Theatre Offensive came to the conclusion that the work they were doing – the work that their mission mandated – was stale. When the company was founded, it was a challenge to find live performances that addressed LGBT issues and contained LGBT characters. TTO strove to make that comment widely available in Boston. Now that theatre addressing sexual orientation and gender identity has become common in Boston proper, TTO’s adherence to its mission - to make queer-themed plays accessible - suddenly feels out of touch with the energy behind its founding.

As I have segued from my nearly seven year stint as the Executive Director of the City of Los Angeles Department of Cultural Affairs and resumed my former role as a local, national, and international arts consultant, I have submerged myself once again in building bridges between the U.S. arts sector and the Latino/Latin American arts communities. Though these communities continue to take on more central roles in the U.S. dialogue, they are still marginalized.

Let's talk about starting a revolution. For rising arts leaders, we have a unique time period when our voices are not only valuable and needed as employees, but also make up a desired audience. Many of our institutions want to engage the young professionals and, hey, that's us! The world is changing and our organizations are trying, desperately, to catch up. The idea of "audience engagement" seems to be subjective but constantly discussed in our industry as a must-have. But what would be the best way to bridge our work with our peers?