Arts Intranet

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. 

Jerome Socolof

“It’s a bunch of people in horns singing in languages I don’t understand for longer than I want to listen.” Whose brilliant summation of opera is this? Why, that would be mine, circa 2003. It was, admittedly, an ill-informed viewpoint, one underpinned by the misperceptions of elitism and grandiosity in opera that many people hold, but I was only 17 at the time. After becoming a music major, and thanks largely to the tireless work of a few professors, I was soon sliding down the slippery slope to being in love with opera. After realizing that I lacked the voice and single-minded dedication to be a professional performer of opera, I knew that I had to be an administrator so that I could stay involved. 10 years, three college degrees, and a few shifts in the cultural landscape later, I still feel the same way.

Thor Urness

Progressive employers want workers with high levels of what David Kelley calls, in his recent book of the same title, “Creative Confidence.” Kelley, the head of Stanford’s d.school and founder of the design firm IDEO, defines creative confidence as “the natural human ability to come up with breakthrough ideas and the courage to act on them.” As a partner in the Nashville office of Bradley Arant Boult Cummings, that is certainly what we want from our lawyers and staff.

However, the 2012 “State of Create” study by software maker Adobe identified a workplace creativity gap, where 75% of respondents said they are under growing pressure to be productive rather than creative, despite the fact that they are increasingly expected to think creatively at work. The study showed that 8 in 10 people feel that unlocking creativity is critical to economic growth, yet only 1 in 4 respondents believe they are living up to their own creative potential, with respondents across all of the countries surveyed saying they spend only 25% of their time at work creating.

John Davis

I am the Executive Director of Lanesboro Arts, a multidisciplinary arts organization founded in 1980. Lanesboro Arts fulfills its mission to serve as a regional catalyst for artistic excellence and educational development in providing diverse art experiences for people of all ages through visual art galleries, the performing arts, an artist residency program, public art, and educational outreach. Last year, Lanesboro Arts programming involved more than 180 volunteers, 300 artists, and 30,000 audience members. In 2013, Lanesboro (pop 754) was named one of the Top 12 Small Town ArtPlaces in America, a recognition determined by the number of arts opportunities per capita.

The Fitchburg Art Museum (FAM), located in Central Massachusetts, is an interesting example of a small community museum founded for a very different local population than the one in which it finds itself today. This has led to an even more interesting fold of arts education within their walls, as you’re about to find out!

The FAM was originally founded by Fitchburg native and painter, Eleanor Norcross, in 1929 to share her collections of European, Egyptian, and ancient art with local middle class families. Today, the local population is approximately 40% Hispanic, as well as Laotian, Mung, and Cambodian. The Fitchburg Art Museum must not only appeal to this varied population that is so different from its founding environment, but also to a significantly different base of older families and private schools that also consider the greater Central Massachusetts area home; a tricky task for any small institution.

In 2014, Animating Democracy, in partnership with the Art x Culture x Social Justice Network (ACSJN) and the Nathan Cummings Foundation launched the Evaluation Learning Lab. The lab builds practical knowledge and resources in three areas as they relate to arts and social change projects and programs:  measuring social impact, evaluating artistic/aesthetic dimensions, and equalizing power in evaluation.

Over the past year, guided by the Lab’s theory of change, we’ve gathered 20 artists, arts practitioners, funders, and evaluators in learning exchanges that combined case studies, presentations and discussion around existing evaluation theories and approaches, analysis of current frameworks, criteria, guidelines, and tools, and development of new tools for ethical practices.