State arts agencies–key players within the U.S. system of public support for the arts–face growing economic, political, and demographic challenges to the roles and missions they adopted when founded in the mid-1960s. This report, the fourth and final in a multiyear study, looks at state arts agencies’ efforts to rethink their roles and missions, reflecting on what the changes may mean for the direction of state arts policy. Drawing on readings, discussions, and analyses conducted for the study, the author concludes that if current trends and strategies continue, future state arts policy is likely to focus more on developing the creative economy, improving arts education, and encouraging a broader spectrum of state residents to participate in the arts. To achieve these goals, state arts agencies will likely become more involved in policy advocacy, coalition building, convening, and gathering and disseminating information than in grantmaking. The transition to this future poses some risks for the agencies and for the arts community, but it also offers the opportunity to more effectively promote the conditions in which the arts can thrive.
Arts Funding
Policy Partners: Making the Case for State Investment in Culture
Innovations in State Cultural Policy is a project designed to help cultural leaders and decision makers strengthen their states’ cultural activity. Through illustrative studies, guides and covenings, the project aims to spark collaborations–state-level coalitions that span the arts, humanities, folklife and historic preservation–that can then work with state policy makers to increase the audiences and funding for culture. This guide to action seeks to illuminate diverse, innovative policy mechanisms that can be adapted by other states.
2013 Millennial Impact Report
Since 2009, the Millennial Impact Report has uncovered comprehensive data that reveals this rising generation is eager to connect, get involved, and give to causes they’re passionate about. And over that time, we’ve zeroed in on the Millennial behaviors of greatest interest to nonprofits-first their trends in giving, then in service, and now in communication.
Enter the 2013 Millennial Impact Report, which reveals that Millennials aren’t interested in structures, institutions, and organizations, but rather in the people they help and the issues they support. The key for nonprofits, therefore, is to build a comprehensive Millennial engagement platform that invites them to participate in the cause and maximize their involvement.
The Effective Exit: Managing the End of a Funding Relationship
In grant making, is there such a thing as the good goodbye? Yes, say contributors to this guide, who have found ways to plan for exits up front, clarify expectations with grantee organizations, and overcome the tensions that so often arise. Learn how to use the end of a funding relationship to boost a grantee’s capacity, find new sources of support, and even multiply the value of the foundation’s investment.
Report Encouraging Corporate Philanthropy, but Improvements Could be Made
A new CEO study in corporate philanthropy, based on global research and analysis conducted by McKinsey & Co., analyzes the effectiveness of corporate philanthropy in addressing rising expectations for companies’ social behavior. While 84% of executives recognize increased expectations of their companies, and 75% believe corporate philanthropy is an effective way of meeting these evolving expectations, the report suggests that due to a number of complex challenges only 11% are truly efficient in their philanthropy, maximizing both the business and social impact of their efforts.
FROM THE WEBSITE: The Committee Encouraging Corporate Philanthropy (CECP) is the only international forum of business CEOs and chairpersons focused on raising the level and quality of corporate philanthropy. Membership includes 175 CEOs and chairpersons representing companies that account for over 40% of reported corporate giving in the United States.
Foundations and Public Policy Grantmaking
An Irvine-commissioned white paper explores the range of ways private foundations can engage in public policy. The paper is by independent consultant Julia Coffman, who has worked with numerous foundations. She proposes a framework for public policy grantmaking. The paper suggests specific lessons that foundations should keep in mind when considering policy-related grantmaking, and highlights four case studies illustrating the variety of approaches foundations should consider. Irvine commissioned the paper to deepen the foundation’s and others’ understanding of policy-related grantmaking.
