Traditional / Folk arts

People are betting on the renewal of Washington D.C. Without doubt, Washington is struggling with profound structural, financial, and governance challenges including the lack of voting representation in Congress. However, another District story is starting to be told — the story of the District as the home of thousands of dynamic and effective nonprofits and others who are renewing neighborhoods, investing in families and cultural life, and bringing life and leadership to the District.

National Arts Stabilization , 30 South Charles Street, Suite 1515, Baltimore, Maryland 21201, 410-332-1900, natarts[at[flash.net

New England Builds Communities through Culture

Building Communities through Culture (BCC) fosters and encourages community-building projects in New England by linking arts and non-arts partners in select areas in the region. Established in 1995 as an initiative of the New England Foundation for the Arts (NEFA), BCC is supported by The Boston Foundation, the Fund for the Arts, and a 1997 NEA grant of $200,000 for Leadership Projects in Underserved Areas.

Wolf, Keens, and Company, 8 Francis Avenue, Cambridge, Massachusetts 02138

Landscape dominates Oregon. Its beaches, mountains, and rivers beckon Oregonians to spend their leisure time hiking, skiing, and fishing. Many Portland residents routinely exit the city on weekends, choosing outdoors over urban culture. It is within this enticing natural environment that Portland's arts and cultural institutions must engage their audiences and make their way as financially viable institutions.

The Conservation Company, 40 East 42nd Street, New York, New York 10017

Making Growth Work is a briefing paper from The Conservation Company. Written by senior consultants Paul Connoly and Laura Colin Klein, this paper discusses "techniques for managing growth in a way that maximizes a nonprofit's impact." Sections of the report describe brief case studies, identify "growing pains and their treatment," present "a user's manual," and, finally, list management assistance resources that will be useful to organizations considering whether and how to grow.

I am a fan of peer panels and have always enjoyed serving on them. Coming from a dance/theater background I view them as a performance event rich with actors and drama, text and subtext. I particularly appreciate the transformation of a group of individuals into a temporary community of purpose. Panelists are introduced, size each other up, conduct negotiations, build consensus, argue and disagree, acknowledge their differences, struggle to find a common language, reach certain compromises, and finally come to a set of conclusions.

1996, 142 pages, National Endowment for the Arts, Seven Locks Press, Santa Ana, California, 800-354-5348

The following article is based on excerpts from a program examination by Arts Action Research.

Bimbo Rivas: Artist Profile

Hotel-Motel Taxes for the Arts
AMS Planning and Research, edited by Randy Cohen - 1996, 11 pages

Sales Taxes for the Arts
Duncan M. Webb, AMS Planning and Research - 1996, 15 pages

Amusement Taxes for the Arts
Martha I. Dodson, edited by Rachel S. Moore - 1997, 14 pages

Americans for the Arts Books c/o Whitehurst & Clark, 100 Newfield Avenue, Edison, New Jersey 08837, 800-321-4510 ext. 241, www.artsusa.org.