Corporate Philanthropy

2000, 52 pages, New England Foundation for the Arts (NEFA).

Executive Summary and Report
Based on interviews by Morrie Warshawski and Dinah Zeiger
Contributors to preparation and editing: Sonja K. Foss, Krista Lewis, Glynis Jones, Daniel Buehler, and Daisy Whitney

1999, 54 pages; Western States Arts Federation (WESTAF), Denver, Colorado, 303-629-1166.

National Arts Journalism Program, Columbia University Graduate School of Journalism, 2950 Broadway, Mail Code 7200, New York, New York 10027, 212-854-1912.

Policy Perspectives for Individuals, Institutions, and Communities
Edited by Gigi Bradford, Michael Gary, and Glenn Wallach
2000, 364 pages, $18.95 paper. The New Press, New York.

1995, 14 pages. Roadside Theater, 306 Madison Street, Whitesburg, Kentucky, 41858, 606-633-0108.

The Arts Education Partnership (AEP) is a private, nonprofit coalition of education, arts, business, philanthropic, and government organizations that was formed in 1995 through a cooperative agreement among four agencies: the NEA, the U.S. Education Department, the National Assembly of State Arts Agencies, and the Council of Chief State School Officers. Its purpose is "to demonstrate and promote the essential role of arts education in enabling all students to succeed in school, life, and work.”

Founded in 1947, the Los Angeles County Arts Commission is a unit of county government housed within the executive office of the county board of supervisors. Each of the five supervisors appoints three commissioners who advise the board on issues of governance, policy, and funding allocation. For fiscal year 2000-2001, the total budget of the Commission is approximately $3,815,000, reflecting a four-fold increase in only eight years. For this year, $1,902,000 has been awarded in grants to 146 organizations.

"Creativity takes time; it doesn't need time. Plants take time; they don't need time." In a panel discussion on artists at the ninth biennial DanceUSA Roundtable, Marda Kirn, former director of the Colorado Dance Festival, delivered a thoughtful, well-prepared presentation. The focus of her talk was artistic process — how we think about it and the language we use to describe it. Process has become mechanical, she said, as compared to something that is organic. “We tend to think about experimental labs as opposed to planting a garden. We say we need things — like time, space, money.

The so-called new economy, driven by an explosion in technological innovation and new communication tools, has especially affected California's San Francisco Bay Area, where web-based start-ups are overabundant and everything seems to be preceded by an "e". Perhaps because of their innovative nature, technology firms often locate offices in marginalized neighborhoods or abandoned industrial zones. At first this trend seemed to revitalize former nadirs of economic activity with new neighborhood restaurants, cafés, and other service-oriented businesses.

National Arts Stabilization (NAS) offered the first course in its executive education program in 1997. Originally called Strategic Leadership in a Changing Environment, Strategy is a three-day seminar that, according to the NAS website, provides arts leaders with "a framework for understanding how to:

- analyze the competitive environment,
- identify alternative strategies, and
- integrate mission and strategy."