Arts Intranet

As an organization that has always been led by a majority of queer people of color, I knew that the National Queer Arts Festival (NQAF) survey needed to be able to capture the unique intersections of the organization’s artists and audiences. I also knew that I wouldn’t be able to neatly categorize the complexity of queer identity … but I could try. The underlying principle of the survey and its synthesis needed to be rooted in multiplicity and intersectionality; to allow complex gender and sexual identity to be celebrated rather than stripped down to fit into a single box.

Working in any field, we want assurance that there is upward mobility in our careers. Once upon a time, that is something that would often happen. One would start in a specific entry-level role and move up the ranks to be a top-level executive. However, today things in the nonprofit sector, and more specifically in arts education, look a little different. This is due in part to several systemic challenges that often limit the opportunities of growth for emerging leaders. Given these challenges, how can an emerging leader in arts education work through and around these systemic barriers?

Emiko Ono

Since I began working in the arts in 2001, there has been a subtle but constant pressure on the sector to transform that can be both distressing and motivating. I will never forget the time in 2003 when Mark O’Neill, then the Head of Museums and Galleries for the city of Glasgow (Scotland), described how a population of shipyard workers reported that they did not attend a nearby museum because the price of admission was too expensive. The nauseating twist was that the museum did not have an admission fee. Last week, this story came to mind again as I spoke with Susie Medak, managing director of Berkeley Repertory Theatre and an arts leader with more than 25 years of experience. Susie’s hypothesis—that the tacit social contract between society and arts organizations is changing—is one I have found to be incredibly useful. The premise of her theory is that it is no longer sufficient for arts organizations to provide distinctive work, attract an audience, and secure financial support—it needs to include wider swaths of people who are largely not involved. 

Ella Van Wyk

“There’s nowhere to go but on!” - Feist

Let this blog begin with my gratitude for the amazing experience I have had over these last few days. Receiving the Arthur Greenberg Memorial Scholarship Award is an event that has truly influenced my career, and will benefit my organization and my local arts community.  Thank you to Abe Flores, Rebecca Burrell, and Adam Fong for taking the time to have genuine conversations with me and truly contribute to the work I am doing.

Attending a conference is too passive a description for these last few days. I learned, sang, listened, laughed, digested, deliberated, rejected, reinforced, inquired, decompressed, and grew. I watched Robert L Lynch (CEO of Americans for the Arts) and Jonathan Katz (CEO National Assembly of State Arts Agencies) jam together. They spoke about leadership, their nonlinear careers, they read their own poetry, sang songs, enjoyed each other’s company, and celebrated each other’s achievements! I met fantastic people from across the country, Canada, and the UK who are all fighting for the same cause, attacking similar challenges and were open and willing to share ideas, brainstorm and listen. I sang with Ben Folds. I stayed up until midnight disseminating what I’d experienced that day making To-Do lists and resource wish-lists so that when I get home I can hit the ground running and implement all I have experienced here. I received wisdom, knowledge, empathy, and suggestions from leaders in the arts and experts with invaluable years of experience.

If you haven’t heard of it, the Massachusetts Museum of Contemporary Art (MASS MoCA) in North Adams, is well worth a visit – no matter how long it takes to get there. If you have heard of it, then you know what I’m talking about.

Opened in 2000, in a massive factory complex that takes up nearly a third of downtown North Adams, MASS MoCA is a seamless blend of contemporary art, community, and education.

North Adams is located in the general Western Massachusetts region and, in the past 25 years, has unfortunately been subject to significant economic upheaval that left a majority of the population unemployed. While the museum had an understandably rocky start in this setting - trying to convince locals that the arts could indeed revitalize an entire town - in the past 14 years they have achieved exactly that. This slow but steady growth and success is largely thanks to the museum staff’s steadfast commitment to high-quality arts education and to their community.

Using the arts and culture to shape, build, and identify communities is not a novel concept; however, its place in the realm of community development is gaining more traction and credibility by community development practitioners, funders, policy makers, and community stakeholders themselves. The process of integrating art into community development is rewarding but arduous, particularly for emerging leaders such as myself. It often feels as if you have to “prove” yourself in, understand, and speak the language of two very different fields.

But the first question is almost always why? Why should art be integrated into community development?