Performance

The Culture of Marketing, the Marketing of Culture by John Seabrook
2000, 215 pages, Alfred A. Knopf

American Culture, American Tastes Social Change and the Twentieth Century by Michael Kammen
1999, 320 pages, Basic Books

The cultural landscape of Maine is as rich and diverse as its natural landscape, although it is less well known. Recent initiatives have brought attention to the arts and culture of this rural state that is home to 1.4 million residents and covers two million acres, 2,000 miles of rugged (and increasingly developed) shoreline, and a vast area of working forest, farms, and urban settings not unlike its northern NewEngland neighbors.

The Minnesota Regional Arts Councils (RACs) system is one of a kind. Established in 1977 by the Minnesota State Legislature, the Regional Arts Councils work in partnership with the Minnesota State Arts Board to share responsibility for equitably distributing legislative arts funding throughout the state. The result of this system is decentralized decision- making for providing arts grants, establishing programs, and providing services.

In a past report on challenges facing San Francisco Bay Area arts nonprofits (Reader, Vol. 11, No. 2), I wrote at length about space. Many nonprofits had been forced to seek new office, rehearsal, and storage space due to a steep rise in Bay Area real estate costs fueled by demand from a dot-com economy for start-up locations. The situation seems to have eased somewhat, in part due to funder- and municipally-driven programs as well as to a general downturn in the economy.

We are at a new turning point in the field of aging. The past twenty-five years have witnessed two major conceptual shifts that have fundamentally influenced the course of research, practice, and policy deliberations.

When we initiated an artist award program at The Durfee Foundation a few years ago, we decided to use financial need as one of several criteria for support. Durfee is a relatively small family foundation, and the trustees feel strongly that the foundation's modest resources should be applied where they will make the most difference. This is true across the board at the foundation, not only in the arts, but in our other programs as well.

I have been an artist and arts administrator for over thirty years. Now that I'm on the other side of what painter Chuck Close calls "temporarily abled," I find my own profession not very accommodating. Unexpectedly,five years ago I was partially paralyzed from complications of surgery.

Museums seem to be the most problematic. My gallery visits are based on stamina, not driven by content. Are comfortable benches so contrary to the enjoyment of art? Group tours leave me behind: I often catch up just as the docent is leading the group on to the next room.

2000, 16 pages, Business Committee for the Arts, Inc., 1775 Broadway, Suite 510, New York, New York 10019, (212) 664-0600.

Consider using arts images in advertisements to associate your company with quality and performance, giving a museum membership to new employees as a signing bonus, having an arts and crafts event in the workplace for employees' children, or inviting artists to show their work in your office or retail space to create traffic.

2000, CD-ROM, The McKnight Foundation, 600 TCF Tower, 121 South Eighth Street, Minneapolis, Minnesota 55402, (612) 333-4220.

This CD-ROM contains the results of The McKnight Foundation's recent study, the Cost of Culture, which polled 405 Minnesota artists about their economic and creative well-being. In 1996 the Foundation reported on the state of the arts in Minnesota, and now, as board chair Noa Staryk stated, "we felt it was time to take a closer look at the condition of individual artists."

June 2000, 89 pages, The Arts Marketing Center of the Arts & Business Council of Chicago.