Funding Research

2002, 108 pages. The McKnight Foundation, 600 TCF Tower, 121 South Eighth Street, Minneapolis, MN 55402, 612-333-4220.

True or false?
• The suburbs have never been as homogenized as their reputation suggested
• Stereotypes about vapidity and uniformity in suburban communities have been left unchallenged
• Suburban arts resources need to expand to meet the needs of growing communities
• The need to enhance the livability of suburban communities hasn't been acknowledged as openly as it deserves

Do funders and journalists of art have anything in common? Surprisingly, quite a lot. Both have the power to dispense coveted resources; are presumed to possess expertise equal to the task; operate within opaque systems that can be a source of confusion to their intended beneficiaries; receive little in the way of honest, constructive feedback; and have difficulty measuring and describing their success.

The Hawai'i Community Foundation recently completed a three-year evaluation that demonstrates how and why adaptive capacity — an organization's ability to successfully navigate changed circumstances — is central to organizational capacity building. This realization has powerful implications for the relationship of grantmaker and grantee, suggesting that capacity building occurs best in a group setting that includes not only these two but also peer grantees, consultants, and other interested leaders.

2002, 64 pages. Museum Loan Network, MIT, 265 Massachusetts Avenue, N52-401, Cambridge, MA 02139-4307, 617-252-1888, fax: 617-252-1899, loanet@mit-edu.

Wireless Technology Investment and Digital Dividends Act
Representative Ed Markey (D-MA) introduced a bill on May 2, 2002, that includes some of the ideas introduced last year by Newton Minow and Lawrence Grossman in their Digital Promise proposal.

April 28-30, 2002, Asheville, North Carolina

March 6-8, 2002, Washington, D.C.

Last year when RAND released The Performing Arts in a New Era, (Performing Arts) the prediction that times were going to be particularly difficult for mid-sized performing arts organizations was widely quoted. It was prominent in press coverage of the report and quickly embraced as a fact by grantseekers and foundation colleagues. I was curious to return to Performing Arts and the conditions it cites for organizations in the middle, to see how they apply to readings of recent field reports for different performing arts disciplines.

It has been almost two years since I first put fingers to keyboard to write about the rising tide of nonprofit reform. Hardly a day went by without hearing some new idea for improvement, whether embedded in new management standards, bounties for mergers and strategic alliances, or calls for greater "transparency." The problem facing individual nonprofits was not too little reform, but too much.

We just returned from yet another community gathering where arts leaders sought the support of their business and civic counterparts by documenting the "economic impact" of arts spending and employment in their region.