ARTS UNITED OF GREATER FORT WAYNE
LONG RANGE PLANNING COMMITTEE
FINAL REPORT
CULTURAL ACTION PLAN
MARCH 5, 1991
Long Range Planning Committee Members
Jean T. Greenlee, Chair
Payne Brown
King K. Culp
Madelane Elston
Geoffrey Gephart
Ladonna Huntley James
Janet Latz
Jackson R Lehman
Dr. David D. Platt
Linda L. Ruffolo
Robert J DeLaney, Jr., Ex-officio
Robert E. Bush, Jr., Ex-officio
Approved by Planning Committee, March 5, 1991
Recommended for adoption by Executive Committee, March 11, 1991
Approved by Board of Directors, March 21, 1991
Revised/Revisions approved by Board of Directors, May 1996
FINAL REPORT
March 5, 1991
MISSION STATEMENT: Founded in 1955, Arts United of Greater Fort Wayne's mission is to "foster the
development and the expansion of the arts for the citizens of northeastern Indiana." 1
EXECUTIVE SUMMARY
The arts in Fort Wayne are at a critical point in their development. In a sense, their very success over the
past five years has brought the local arts community to a point where to continue operations as they now
exist will no longer meet the needs of the arts community or the community at large.
The response from Arts United member agencies, citizens and civic leaders to opportunities for input in the
Cultural Planning process has consistently shown support for Arts United, its current fund raising efforts,
its services and the role played by the cultural programs for the region. However, the focus of their
responses to setting future goals has concentrated in six areas. These perceptions are:
Arts-in-Education, a concern that the lack of a strong arts program in the schools will not only result
in future generations that do not support local arts activities but in their not receiving a quality
education;
Diversity, a need to make opportunities for cultural expression and advancement a part of the lives of
all segments of the community;
Facilities, a need to maintain existing cultural facilities and prepare for future needs by continually
assessing facility needs;
Funding, a concern that, without continued growth in funding, local cultural programs will stagnate
and not continue to take artistic risks;
Management Services, a need for increased management assistance services for cultural groups,
including consolidated "back office" services, training, and technical assistance; and
Leadership, a desire that arts United assume a stronger role in setting the overall cultural agenda for
the city and region and in advocacy efforts on the local, state and national levels in regards to arts
legislation and funding.
It is evident from the data reviewed by the Cultural Planning Committee that, in order for Arts United to
continue to be a viable community resource it must be willing to build upon its past success by setting forth
an aggressive cultural agenda for the region.
Based upon these findings, Arts United has developed a plan that attempts to make the necessary changes
while maintaining effective services from the past. Arts United will focus its energies and resources on
providing the support necessary for cultural agencies to best meet their potential. This support will come in
the role of management services, new local grant programs, technical assistance, increased advocacy
efforts, continued operational support through the United Arts Fund, support for local artists, new
initiatives in minority arts and a major emphasis on arts-in Education.
The changes in Arts United's operations offered in this plan should not result in major increases in Arts
United's budget. By reallocation current funds to the new initiatives, the stability section of the plan
addresses the financial support needed to implement the proposed programs. This is not to imply that Arts
United's budget will not increase. Arts United must continue to evaluate funding in all areas to insure that
programs and services are adequately funded and competitive with organizations of like purpose and size.
METHODOLOGY
A variety of methods were used to gain citizen input for Arts United's cultural plan. Arts United's Planning
Committee and staff designed the planning process to be as inclusive as possible. The inclusiveness of the
process provided data from citizen and government sources in order to promote a community-wide sense of
ownership in the final document.
FOCUS GROUPS / TOWN MEETINGS
More than 75 Allen County citizens participated in six focus groups. Additionally, one public town
meeting was held to insure broad-based citizen input. Ken Ross, Lincoln National Corporation, utilizing
the format of story boarding, facilitated the focus groups. A list of focus group / town meeting participants
in included in Appendix A. Participants discussed the following questions:
1. What do you see as the assets / strengths of the Fort Wayne cultural community?
2. What do you see as weaknesses of the Fort Wayne cultural community? Where are the gaps?
3. What opportunities do you think will exist in the next decade, which, if seized upon, will enhance the
cultural life of Fort Wayne?
4. What roadblocks or threats might arise in the next decade which might have an adverse effect on the
cultural life of Fort Wayne.
5. In your opinion, what kinds of programs, activities or services would you like to see provided in the
areas of the arts, culture and history which are not being provided now?
Participants were asked to define "culture" broadly, including the arts, recreation and historic and natural
assets. A complete listing of the focus group / town meeting responses in included in Appendix B. The
Cultural Climate section of this plan provides a summary of the key focus group / town meeting responses.
INTERVIEWS
In July 1990, Beth Sanders, Arts Administration intern with Arts United, conducted interviews with the
professional leadership of Fort Wayne's leading cultural institutions. Appendix C includes a list of
interviewees. The interviews focused on responses and finding of the focus groups as well as specific plans
of each respective agency and its relationship to Arts United. Information gathered during these interviews
was presented to the Planning Committee for review.
ARTS UNITED CULTURAL PLANNING COMMITTEE
Appointed in early 1990 by then Arts United Chair, Anita H. Cast, The Arts United Cultural Planning
Committee was charged with developing a comprehensive cultural plan for the community based upon the
data obtained through the processes described above. This committee has worked as a whole as well as. in
task forces appointed to focus on specific areas addressed in the plan. These task forces areas are facilities,
communication/ marketing, funding, education and diversity. The goals and objectives presented in this
document are the results of the work of each task force and review of the full committee.
CULTURAL PLAN DRAFT REVIEW
Upon the completion of the second draft of this document, the Arts United Cultural Planning Committee
sent copies of the draft to thirty-five representatives of Fort Wayne's cultural, youth and educational
organizations; business leaders; elected officials and civic leaders. Appendix D includes a list of recipients.
Recipients were requested to make comments on the proposed goals and objectives with specific emphasis
on those areas that directly related to their constituency. The Cultural Planning Committee reviewed all
comments prior to approving the final draft of this plan. Additionally, the Community Arts Council
reviewed the goals and objectives at two meetings and the Presidents and Professionals Roundtable
discussed the plan and its components at each of their meetings during the planning process.
THE FORT WAYNE CULTURAL CLIMATE:
STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS
The focus group / town meeting's primary responsibility was to assess the current cultural climate in Fort
Wayne and to make recommendation for future directions. From the one thousand responses collect6ed,
ten general themes emerged: Cultural Institutions and Activities; Facilities; Communication, Cooperation
and Coordination; Education and Youth; Community Attitudes; Awareness and Marketing; Funding;
Leadership and Vision; Resources; Economic and Physical Development; and Outreach to a Diverse
Community.
Listed below are highlights (a complete list of focus group / town meeting responses is included in
Appendix B) from each theme area:
CULTURAL INSTITUTIONS AND ACTIVITIES
Fort Wayne has a remarkable variety and number of cultural institutions and activities for a city of its size.
Citizens are especially proud of the high quality and professionalism of local cultural institutions and their
programs.
Gaps in cultural programs include a sense of emphasis on long established arts groups at the expense of
smaller or emerging organizations and lack of variety in exploration of each art form.
FACILITIES
Primary cultural facilities are an asset and have been strengthened by renovation/restoration work
completed through Renaissance efforts.
There is a lack of office space, a 250-seat theater, classrooms, galleries, and rehearsal and warehouse space.
No existing performing arts facility provides adequate back of house and pit space for large productions
(touring or locally produced) with enough seats to support performances. 2
Existing facilities' calendars are overextended, making it difficult for smaller organizations to schedule
performances.
COMMUNICATION, COOPERATION & COORDINATION
There is a strong sense of cooperation between Arts United and its member agencies.
Donors strongly desire that more "back office” be consolidated in order to maximize resources.
There is a desire that stronger relationships be established with non-traditional cultural organizations in
order to more fully meet the needs of the public.
EDUCATION & YOUTH
Although arts programs are offered in all local school systems, there is a sense that the schools are overly
dependent on the enrichment programs available from local arts groups for arts education.
There is a need for a comprehensive assessment of the arts education programs of the public schools and
local arts groups.
There is more emphasis on "performance' in existing school based arts programs than on the role of using
the arts in teaching the core curriculum.3
Existing arts programs are at risk due to continued budgetary constraints.
COMMUNITY ATTITUDES, AWARENESS & MARKETING
While Arts United has developed a strong united fund raising effort in the community with the majority of
funds coming from individual gifts, there exists a public perception that the primary source of support
comes form a few corporate gifts.
There is a need to better communicate the role that arts play in the community to the broadest possible
segments of the community. The age-old issues of elitism and "closed club" continue to be a concern.
A need exists for scientifically accurate data on opinions, attitudes, perceptions and the impact of the arts
on the local economy.
There is a sense that the local media are neither sensitive nor objective their appraisals of the value of the
arts in the region resulting in journalistic indifference.
The community should maximize the strength of its arts community in the same manner that Indianapolis
has maximized its commitment to amateur sports.
There is a concern that recent conflicts, on a national scale, regarding the issues of censorship and the
National Endowment will have an effect on local arts programs.
FUNDING
1.The community is proud of the commitment of both corporate and individual donors to the arts as evident
in the success of the United Arts Fund.
2. The Renaissance Campaign has provided support for not only immediate capital improvements, but
through endowments funds will also be able to meet future needs.
3. Local government support has not kept pace with the growth in private sector giving to the arts.
4. There is a concern that continued cuts in National Endowment support will eventually hurt corporate
support of the local arts community.
LEADERSHIP AND VISION
1. Professional leadership of local cultural groups and dedicated volunteers are seen as a positive influence
on the continued growth of the arts in the region.
2. Arts United needs to take a more active role in setting the overall cultural agenda for the
region and in integrating that agenda into the community's overall agenda for growth.
3. There are tremendous opportunities to build upon past success and keep the arts as a leading force
in the community.
RESOURCES
1. The local arts community has been able to attract the support of a large network of dedicated volunteers.
2. There is a growing community of artists who have made their home in the region.
3. There is an opportunity for growth in "pro-bono" support from professionals.
4. Fort Wayne has abundant resources that include its people, parts, institutions, volunteer spirit and
business community.
ECONOMIC & PHYSICAL DEVELOPMENT
1. There is a concern that a downturn in the economy would have a devastating effect on the cultural
community.
2. The future of the arts is linked to all areas of economic growth including concerns over transportation,
deterioration of the infrastructure, education and overall economic development.
3. There is growing awareness of Fort Wayne's architectural heritage.
4. There is potential for both audience and donor growth from areas within a one-hour drive of the city
which should be supported through a more aggressive united marketing effort.
OUTREACH TO A DIVERSE COMMUNITY
1. Cultural opportunities need to be broadened to reach all citizens.
2. Although there have been sporadic attempts, there have rarely been effective efforts made to include the
minority community in the arts or to support minority based cultural institutions.
3. Opportunities need to be developed for broader based participation by minorities in leadership roles in
cultural organizations.
4. Arts United should make every effort to reach out to the minority community rather than wait for the
minority arts community to approach Arts United.
GOALS
The goals of the Arts United Cultural Action Plan are based on community input gathered during
the planning process, and are listed as follows:
A. TO EFFECTIVELY ADDRESS THE FINANCIAL NEEDS AND REQUIREMENTS OF THE
MEMBER ORGANIZATIONS AND ARTS UNITED.
B. TO PRESERVE AND ENHANCE FORT WAYNE'S CULTURAL FACILITIES.
C. TO INCREASE THE PUBLIC AWARENESS OF THE CONCEPT OF THE ARTS AS ONE OF
THE FUNDAMENTALS OF A QUALITY EDUCATION.
D. TO FOSTER AN ENVIRONMENT WHERE THE RACIAL, ETHNIC AND HISTORICAL
DIVERSITY OF THE COMMUNITY CAN BE CELEBRATED.
E. TO ENHANCE THE PUBLIC PERCEPTION OF THE ARTS AS AN INTEGRAL PART OF
THE QUALITY OF LIFE IN NORTHEASTERN INDIANA.
F. TO INCREASE THE MANAGEMENT EFFECTIVENESS AND LEADERSHIP
CAPABILITIES AND RAISE THE PROFESSIONAL LEVEL OF LOCAL CULTURAL
ORGANIZATIONS AND ADMINISTRATORS.
G. TO PROVIDE LOCAL, REGIONAL, STATE AND NATIONAL ARTS LEADERSHIP.
H. TO INCREASE THE OPPORTUNITIES FOR THE PROFESSIONAL CAREER
DEVELOPMENT OF LOCAL ARTISTS.
GOAL: TO EFFECTIVELY ADDRESS THE FINANCIAL NEEDS AND REQUIREMENTS OF
THE MEMBER ORGANIZATIONS AND ARTS UNITED.
GENERAL APPROACH: Arts United should endeavor to provide appropriate financial support to
funded, Associate and Affiliate members, Arts United's fund development plans should be based on tapping
all sources of funding, both public and private, in order to not depend too heavily upon one type or source
of funds. Arts United has a responsibility to nurture an environment that encourages creative growth and
exploration. To that end, Arts United through its granting programs which encourage the individual
creativity of our citizens and support programming which, by its nature, stimulates the local environment.
OBJECTIVE: Evaluate the independent fund raising activities of funded member organizations to
determine their appropriateness.
ACTION PLAN:
1. Allocations committee review current allocations policy and other UAF allocations programs.
2. Make appropriated recommendations if necessary.
3. Communicate terms of fund raising guidelines and contractual funding agreements to the boards,
auxiliaries, and staffs of the funded member organizations.
4. Assemble representatives of the donor community to assess attitudes toward independent fundraising
and determine whether, as it is currently being conducted, it causes any problems as it is being conducted.
5. Offer assistance and endorsement for more effective grant seeking efforts by member organizations.
6. Encourage increased revenue through non-cash sources (in-kind), earned income and income producing
products.
OBJECTIVE: Develop a planned giving program to increase both Renaissance and operating
endowment funds.
ACTION PLAN:
1. Activate Endowment Committee when necessary to review existing planned giving support.
2. Propose strategy to maintain and expand (may include professional counsel).
OBJECTIVE: Provide sufficient funds to the Projects Pool.
ACTION PLAN:
1. Determine realistic funding needs of the program.
2.
Review current funding policy to determine if it addresses the needs of member agencies.
3.
Assess needs of Funded Members for project support in relation to the needs of Associate and Affiliate
Members
4.
Establish that the Projects Pool is a priority for increased funding.
OBJECTIVE: Continue to increase private sector support.
ACTION PLAN:
1. Attract representatives from new business and those not presently involved with the arts.
2. Consider development of a Business Committee for the Arts as a joint project with the Chamber of
Commerce.
3. Promote concept of 2 - 5% corporate giving.
4. Strengthen the Chamber's Corporate Support of the Arts Award Program.
OBJECTIVE: Strengthen individual giving through increased workplace giving programs and
residential giving efforts.
ACTION PLAN:
1. Evaluate workplace campaigns and identify new sites six months before public fund drive, with
emphasis on labor involvement and professional firm participation.
2. Determine strategies to obtain effective leadership for employee campaigns.
3. Advocate payroll deduction option and in-house employee arts committee.
4. Utilize support strategies for campaigns (calendars, targeted materials, performances, dress rehearsals,
premiums, prizes, challenge and matching grants, corporate matches, etc.)
5. Make adding Workplace Giving Coordinator to Arts United staff a priority.
6. Target Professional Division for increased fund drive gifts.
OBJECTIVE: Evaluate impact of the arts on community economic development.
ACTION PLAN:
1. Commission economic impact study.
2. Work with City of Fort Wayne Dept. of Community and Economic Development's "Partners for Livable
Communities" project to assess the gather data on economic impact of the arts.
OBJECTIVE: Increase public sector support.
ACTION PLAN:
1. Strengthen impact of AU Advocacy Committee.
2. Pursue aggressive lobbying efforts.
3. Coordinate cultivation program with member organizations to increase awareness.
4. Develop stronger ties to state and national advocacy organizations.
5. Create broader awareness of legislative decisions and encourage increased advocacy involvement by
member organizations and arts leaders.
6. Assess elected officials' attitudes, opinions and support for increased public sector funding.
7. Involve a "neighborhood" approach in approaching local government for increased funding.
8. Encourage membership in IAA by all regional arts organizations and arts supporters.
9. Utilize influential AU board leaders to lobby state legislators and leaders.
10. Expend necessary resources to apply for public funding.
IMPLEMENTATION & FUNDING STRATEGIES: The responsibility for implementation of the
objectives and action steps related to the education area falls to the local public and private schools, IPFW,
the Arts-in-Education Committee, member agencies and staff. It is imperative in developing cooperative
ventures with the education community that strong linkages be developed early in the process. It must be
noted that, at best, local cultural organizations can provide enrichment programs. However, it is the
schools' responsibility to provide on-going arts-in-Education as a part of the K-12 curriculum. The funding
of the arts- in-Education consultation is critical to any future programs of funding in this area. Without a
comprehensive review of existing programs, an overall arts-in-Education plan cannot be developed.
Funding is available for arts-in-education programs from the IAC as well as many foundations. Funding
for the Imagination Celebration is available from the Kennedy Center. In developing programs for the
adult learner, it is essential that the existing delivery system be tapped. The adult learner is unique and
requires special attention. One cannot assume that to offer a program is to fill a class. Funding is available
from many sources for adult learning opportunities.
GOAL: TO PRESERVE AND ENHANCE FORT WAYNE'S CULTURAL FACILITIES.
GENERAL APPROACH: Arts United should endeavor to address the facility needs of the cultural
community. While existing facilities meet the minimum needs of the performing and visual organizations,
there exists a need for facilities designed to meet specific programmatic needs as well as operational needs.
To that end Arts United must continue to give a high priority to maintaining existing facilities at
appropriate levels while continuing to develop ways in which assessed facility needs can be addressed.
OBJECTIVE: Research and forecast 2-5 year capital needs of member groups' facilities.
ACTION PLAN:
1.
Ask member groups to share their long-range capital needs plans, including documentation
2.
Determine resources necessary to address needs.
OBJECTIVE: Maintain and enhance Performing Arts Center
ACTION PLAN:
1.
Properly forecast annual maintenance costs for PAC and request adequate funds.
2.
Utilize Facilities Committee to develop facility improvement priority plan.
3.
Provide Finance Committee with Documentation supporting request
4.
Establish new fiscal year rental rates with Finance Committee and Board approval.
5.
Utilize established procedures to request Renaissance Campaign funds,
6.
Develop policy for temporary display of quality art exhibits.
7.
Develop plans for making the PAC fully accessible for the handicapped.
OBJECTIVE: Develop plan for acquisition of permanent art work for PAC and other public spaces
through avenues other than direct purchase.4
ACTION PLAN:
1.
Encourage develop of 1% fund for purchase of art work for public buildings
2.
Use Facilities Visual Arts Subcommittee to determine types of artwork best suited for display in the
PAC.
3.
Work with Museum of Art to establish extended loan program for Arts United-owned buildings.
IMPLEMENTATION & FUNDING STRATEGIES: Responsibilities for implementation of the
objectives and action steps related to facilities primarily fall to the Facilities Committee, Renaissance
Grants Panel, member agencies and the Arts United Board and staff. Special attention should be given to
working with both resident and non-resident groups in developing plans for both present and future
facilities. All member agencies facility needs should be addressed in the most comprehensive and cost
effective manner. Funding opportunities include Renaissance Endowment Grants, redevelopment funds,
façade grants, provide support, special fund raising efforts, and the Build Indiana fund.
GOAL: TO INCREASE THE PUBLIC AWARENESS OF THE CONCEPT OF THE ARTS AS
ONE OF THE FUNDAMENTALS OF A QUALITY EDUCATION.
GENERAL APPROACH: Because the arts are an essential element of a complete education which teach
communication, creativity, perception, motivation, individualism and self-discipline, they should be treated
as a basic core element of the education of every child in our schools. As society comes to grips with the
fact that learning does not end with the formal education process, it is essential that lifelong learning
programs be developed by local cultural organizations. Arts United can be the facilitator for the growth of
both in-school and adult learning arts education programs.
OBJECTIVE: Make arts-in-education a board level priority.
ACTION PLAN:
1.
Make Art-in-Education Committee a Board level committee.
OBJECTIVE: Assess the quality and effectiveness of arts education programs in the public schools
and those offered by member agencies.
ACTION PLAN:
1.
Employ an Arts-in-Education consultant to formally assess school and member group programs. (Fall
1991.)
2.
Review assessment to determine appropriate plan of action.
OBJECTIVE: Make the arts an integral part of the educational process for all Allen County
children and youth.
ACTION PLAN:
1.
Present annual "Arts-in-Education Day".
2.
Utilize educator awards for greater visibility and incentives.
3.
Develop and distribute effective arts-in-education publications.
4.
Schedule annual presentations at school board meetings, principals' meetings and PTO meetings in all
county districts.
5.
Utilize fund drive Educators' Day to further promote AIE activities.
6.
Expand the AU's AIE Committee to include practicing teachers, educational administrators, and other
educational leaders.
7.
Work with Young Audiences to investigate the feasibility of an "Arts Partners" program in Fort
Wayne.
OBJECTIVE: Assess possibility for annual summer institute for area teachers.
ACTION PLAN:
1.
Evaluate need for specialized instruction in making the arts a part of the core curriculum.
2.
Work with IPFW and member agencies to develop program plan.
OBJECTIVE: Become site for Indiana "Imagination Celebration". 5
ACTION PLAN:
1.
Obtain endorsement of Indiana Alliance for Arts Education and Kennedy Center.
2.
Employ full-time Arts-in-Education Specialist to coordinate "Imagination Celebration" programs.
3.
Develop plans for full public involvement in festival.
OBJECTIVE: Encourage the development of lifelong learning opportunities in each member
agency.
ACTION PLAN:
1.
Develop incentives for increased adult learning programs.
2.
Increase marketing efforts on adult learning in the arts.
IMPLEMENTATION & FUNDING STRATEGIES: The responsibility for implementation of the
objectives and action steps related to the education area falls to the local public and private schools, IPFW,
the Arts-in-Education Committee, member agencies and staff. It is imperative in developing cooperative
ventures with the education community that strong linkages be developed early in the process. It must be
noted that, at best, local cultural organizations can provide enrichment programs. However, it is the
schools' responsibility to provide on going art-in-education as a part of the K-12 curriculum. The funding
of the arts-in-education consultation is critical to any future programs of funding in this area. Without a
comprehensive review of existing programs, an overall arts-in-education plan cannot be developed.
Funding is available for arts-in-education programs from the IAC as well as many foundations. Funding
for the Imagination Celebration is available from the Kennedy Center. In developing programs for the
adult learner, it is essential that the existing delivery system be tapped. The adult learner is unique and
requires special attention. One cannot assume that to offer a program is to fill a class. Funding is available
from many sources for adult learning opportunities.
GOAL: TO FOSTER AN ENVIRONMENT WHERE THE RACIAL, ETHNIC AND
HISTORICAL DIVERSITY OF THE COMMUNITY CAN BE CELEBRATED.
GENERAL APPROACH: By committing itself to the principle of inclusiveness, Arts United will actively
recognize and support diversity and expressions of excellence in al traditions and cultures. We will
celebrate the richness of cultural diversity manifested in the tapestry of this community.
OBJECTIVE: Encourage member agencies to more accurately reflect area demographics in programs as
well as on boards, committees, and staffs.
ACTION PLAN:
1. Increase networking with minority community agencies.
2. Establish effective means to provide access for minorities to arts boards and committees.
3. Provide allocations incentive for those groups placing a high priority on minority and women
representation.
4. Encourage the use of minority-oriented media to advertise employment opportunities and
programs.
OBJECTIVE: Increase support for Multi-Cultural Grant Program with Multi-Cultural Project
Grants.
ACTION PLAN:
1. Replace current Multi-Cultural Grant Program with Multi-Cultural Project Grants.
2. Increase dollars in pool to appropriate level.
3. Establish guidelines for distribution including funding of multi-cultural arts programs by any
community agency.
4. Ensure that the Multi-Cultural Grants Panel is representative of the ethnic and racial
demographics of the community.
5. Approach Jack and Jill organizations for advice on what approaches might better work within
minority community.
the
OBJECTIVE: Evaluate the effectiveness of cultural grants including the Community Partnership
Grants Program.
ACTION PLAN:
1. Appoint ad hoc committee representative of the member groups, Arts United Board and
participating festivals to evaluate effectiveness of the program.
2. Investigate possible change to "Imagination Celebrating" or "First Night" concept.
3. Establish appropriate guidelines, policies to effectively meet arts in festival needs.
IMPLEMENTATION & FUNDING STRATEGIES: The responsibility for the implementation of the
objectives and action steps related to cultural diversity primarily falls to the Board, Committees and Staff of
Arts United. Additionally, working relationships must be developed with community organizations
representative of the diversity of this community (i.e. NAACP, Council on Equity, Parents for Quality
Education with Integration, United Hispanic Americans, Urban League, Links, Benito Juarez Cultural
Center, Latin American Educational Center, and Sangam). During FY92, an ad hoc committee should be
established to determine the level of funding needed to address the concerns in this area. This committee
should also determine the guidelines for multi-cultural project grants and a timetable for full funding of this
initiative. Potential funding sources include additional support from the annual fund drive.
GOAL: TO ENHANCE THE PUBLIC PERCEPTION OF THE ARTS AS AN INTEGRAL PART
OF THE QUALITY OF LIFE IN NORTHEASTERN INDIANA.6
GENERAL APPROACH: Arts United should act as the chief advocate for the arts in Fort Wayne and the
region. In the role of advocate, Arts United should strive to represent the views of local cultural
organizations in a united voice to the public. Through enhanced marketing efforts, Arts United can have a
positive impact on the growth of all cultural institutions as well as more effectively communicate the need
for financial support.
OBJECTIVE: Evaluate public perception of the arts in Greater Fort Wayne.
ACTION PLAN:
1. Contact a professional firm or collegiate team for annual market research.
3. Approach initial survey as a base line assessment.
4. Annually update base line data with options for specific involvement from Member agencies through
dedicated questions.
OBJECTIVE: Develop marketing plan based on research data.
ACTION PLAN:
1. Develop complete marketing plan.
2. Establish annual budget to appropriately implement plan.
3. Present format, design, and budget recommendations for a final decision.
3. Implement plan for public visibility and for enhancing relationships with the media.
4. Create public relations guide for the member groups.
OBJECTIVE: Evaluate and perhaps change the format of the newsletter/calendar publication.
ACTION PLAN:
1. Evaluate the current format based on new postal regulations.
2. Present format, design, and budget recommendations for a final decision.
OBJECTIVE: Develop innovative ways to reach entire community with fund drive message..
ACTION PLAN:
1. During the early summer, develop market-driven campaign theme and overall marketing
strategy.
2. Use appropriate kick-off and victory functions to launch program.
3. Increase effectiveness of telemarketing during annual campaign to reflect significant
percentage increases in targeted divisions.
OBJECTIVE: Make use of public library and public access television channels.
ACTION PLAN:
1.
Ask public access staff to consider recording and producing videos of local arts performances to
broadcast.
2.
Use public access channels to show videos of local arts performances
IMPLEMENTATION & FUNDING STRATEGIES: The responsibility for implementation of the
objectives and action steps related to the area of public perceptions regarding the arts falls primarily to the
Marketing Committee, Annual Fund Drive leadership, staff and member groups. The market survey should
be given a high priority. Funding for these initiatives could come from earned revenues, special grants,
user fees, or the Annual Fund Drive.
GOAL: TO INCREASE THE MANAGEMENT EFFECTIVENESS AND LEADERSHIP
CAPABILITIES AND RAISE THE PROFESSIONAL LEVEL OF LOCAL CULTURAL
ORGANIZATIONS AND ADMINISTRATORS.
GENERAL APPROACH: Acting in the role of a broker of information, services and human resources,
Arts United through an increases management services program will enhance the managerial effectiveness
of local cultural organizations and administrators. By providing information and training if effective
management and leadership and by establishing centralized financial and marketing services, Arts United
will enhance the potential for controlled/planned growth of the local cultural community.
OBJECTIVE: Enhance communication between Arts United and member agencies.
ACTION PLAN:
1.
Hold regularly scheduled meetings for presidents and professionals of Regular Member Organizations.
2.
Host an informal retreat with presidents and directors of Funded Member Organizations.
3.
Continue coordinating monthly CAC meetings for funded, Associate, and Affiliate members.
4.
Maintain "open door policy" to encourage direct communication from all member organizations.
5.
Encourage participation by member organizations in monthly AU Board meetings and committee
functions.
6.
Schedule AU board meetings at member organization facilities.
OBJECTIVE: Institute a professional development program for member agencies as well as Arts
United staff.
ACTION PLAN:
1. Encourage and provide funding assistance for staff participation in local, regional, state and
national conferences.
2. Encourage involvement and leadership in local, state, regional and national organizations.
3. establish a Professional Development Scholarship Fund to provide up to $500.00 toward the
costs for attendance at conferences, special training programs.
OBJECTIVE: Provide information and management tools needed for effective operation of local
cultural agencies.
ACTION PLAN:
1. Continue the development of the McMahan Resource Library.
2. Annually produce Membership Manual and "how-to" guides for member agencies.
3. Explore development of Business Mentors for Arts, and volunteer lawyers and accountants for
the arts programs
OBJECTIVE: Develop centralized services for member agencies based on assessed needs.
ACTION PLAN:
1. Continue to assess service needs of member agencies.
2. Provide centralized financial services to member agencies on a cost basis.
3. Provide technical assistance to member agencies in area of financial services.
4. Increase consultation services provided by Arts United staff to member agencies.
5. Develop a Technical Assistance Grant program to provide support for professional consultant
services to member agencies.
OBJECTIVE: Provide continuing education programs on not-for-profit management.
ACTION PLAN:
1. Hold annual management workshops for member agencies.
2. Hold annual volunteer/board training sessions for member agencies.
IMPLEMENTATION & FUNDING STRATEGIES: Responsibility for implementation of objectives
and action steps related to the area of management effectiveness is primarily that of the board and staff of
Arts United in conjunction with existing member agency networks (Presidents & Professionals and CAC).
In order to meet this goal, Arts United should emphasize broad-based member programs, Arts United
should work through appropriate committees and the Allocations Committee to determine the appropriate
level of funding for each service. Study of establishing new programs should take place in FY93 with
implementation bases on need and availability of funds. Funding could come from both increases Annual
Fund Drive revenues and from special grants form foundations and governmental sources.
GOAL: TO PROVIDE LOCAL, REGIONAL, STATE AND NATIONAL ARTS LEADERSHIP
GENERAL APPROACH: As the oldest and largest community arts agency in the state of Indiana, Arts
United should be a leading advocate on the local, regional, state and national levels for the role of
community arts in our country.
OBJECTIVE: Identify methods to increase cooperation among arts councils in northeastern
Indiana.
ACTION PLAN:
1. Schedule regular meetings with representatives from area arts councils.
2 Offer marketing and management services.
3. Conduct joint programming.
OBJECTIVE: Assure greater impact of northeastern Indiana region in state and national funding
and policy decisions.
ACTION PLAN:
1. Encourage IAC Commissioner appointments from region.
2. Recommend participation by regional arts leaders on NEA and IAC grants panels.
3.
Consider establishing strong advocacy efforts to increase arts involvement in new construction,
zoning, restrictions, community beautification (i.e. % for art for new construction).
OBJECTIVE: Integrate the arts and history into all community considerations.
ACTION PLAN:
1.
2.
3.
Develop plan for making aesthetics a part of city and county development planning.
Sponsor though-provoking discussions with city and arts leaders.
Consider establishing strong advocacy efforts to increase arts involvement in new construction, zoning
restrictions, community beautification (i.e. % for art for new construction).
OBJECTIVE: Develop plan for cooperating with more organizations and special populations.7
1. Establish ad hoc committee of creative community leaders.
2. Consider partnership efforts with other community organizations (churches, probation departments,
mental health groups, etc.)
3. Develop relationship with Very Special Arts Indiana as regional support center for their activities.
OBJECTIVE: Maximize the involvement of volunteers for the arts.
ACTION PLAN:
1. A.U. Board conduct ongoing research and compilation of potential volunteers, board and committee
members.
2. Nominating Committee compiles roster of potential candidates for AU Board based on existing needs for
skills, demographic representation, and community perspectives.
3. All potential board candidates to be interviewed by Nominating Committee and informed of
responsibilities (including financial) prior to formal nomination as new AU Board members.
4. Continuity of committee leadership to be assured through advance appointment and training of
succeeding chairs.
5. Annually provide comprehensive information manuals to all board members and committee chairs.
6. Conduct annual orientation sessions for new and returning Board members.
7. Establish annual goals for each committee.
8. Revise AU Bylaws to provide for regular rotation of committee leadership.
9. Generate more opportunities for social interaction between volunteers and Board members.
10. Effectively recognize efforts by Board members and committee personnel on an at least annual basis.
11. Make major decisions in full board sessions.
12. Provide focus sessions on arts-related issues at board meetings.
IMPLEMENTATION & FUNDING STRATEGIES: The responsibility for the implementation of the
objectives and action steps related to the area of arts leadership falls primarily to the Board and staff of Arts
United. However, any achievements in this area are based on strong relationships between Arts United, its
member agencies, local government, the Chamber of Commerce, the Fort Wayne Progress Committee and
other civic organizations. Funding could come from redevelopment funds, façade grants, special “food &
beverage” and “Hotel/motel” taxes as well as foundations and other local sources.
GOAL: TO INCREASE THE OPPORTUNITIES FOR THE PROFESSIONAL CAREER
DEVELOPMENT OF LOCAL ARTISTS.
GENERAL APPROACH: Arts United has an obligation and responsibility to aid in the professional
development of local artists. In addition to developing a local environment in which artists can be
productive members of the community, Arts United should encourage young people to pursue the arts as a
profession.
OBJECTIVE: Increase local awareness of the region’s professional artists.
ACTION PLAN:
1. Encourage the development of local guilds with provide creative outlets for artists in related art forms.
2. Increase focus on individual artists in promotional materials.
OBJECTIVE: Determine the need for artist studio/rehearsal/office space.
ACTION PLAN:
1. Facility Committee study need of making space available for artists studios.
2. Develop appropriate plan of action based on results of study.
IMPLEMENTATION AND FUNDING STRATEGIES: Responsibility for the implementation of
objectives and action steps related to individual artists falls primarily to the Facilities Committee,
Individual Arts Fellowship Paned, and staff. Most items in this area do not require additional funding but a
better-developed plan of action. As funds are available to increase fellowship awards, the Allocations
Committee should make them available. Additional funding is also available from the NEA and IAC for
special artist initiatives.
CONCLUSION
The goals, objectives and strategies presented in this plan are based on the input received from the citizens
and cultural institutions of Fort Wayne and the surrounding region. While the plan at first reading may
appear ambitious, it must be read in the spirit of the local cultural community. Fort Wayne’s cultural
record and ability to define its cultural needs and develop the necessary strat3egies to meet those needs is
well known in the arts world.
This plan provides a blueprint for cultural action. It does not attempt to provide the answers to every
question during the course of its development. Yet, Fort Wayne’s cultural plan lays out the broad
community vision for what the citizens of this community want it to be. The role of the institutions
identified in this document is to tap the resources of the Fort Wayne community, including governmental,
individual, foundation and corporate, in order to implement this plan. These resources are as much human
as they are financial. The plan's success will be measured in its ability to continue the process of citizen
participation in developing the specific plans to meet the goals presented in this document.
Fort Wayne’s cultural community is at a crossroads. Its successes have brought the region to a point where
its ability to meet the new challenges set forth in this plan will lead it into the twenty-first century.
NOTES:
Committee revisited the Mission Statement and felt that it still adequately describes the organization’s
mission and role. We may want to take a closer look at it the next time we do major visioning for the
organization.
1
2
Embassy renovations should take care of this concern to a large degree.
3
The increased emphasis at Arts United on arts as basic to education (e.g., A.L.I. program, types of projects
funded through CPG and Regrant programs) is helping to overcome this concern. A.L.I. is bases on the
idea of using the arts to teach the core curriculum.
4
One suggestion is to ask artists for donated work when Museum of Art solicits for “Art for Sale.”
5
We need to first research the nature of this type of event and determine whether it is appropriate for us.
6
The Committee pointed to the need to reemphasize the marketing of the arts and the arts community as a
function of Arts United. We need to assess what value the arts add to the community, perhaps through
some formal marketing analysis conducted by a consultant
or loaned execs from local corporations. The committee has also suggested taping the expertise of the
board, member grout marketing staff, and others. Once the analysis is done, a plan for “getting the word”
out to the general public should be devised. Another suggestion for surveying public sentiment about the
arts is to use the Victor Locke phone survey services.
7
See Arts Market survey for insights.
APPENDIX A
LIST OF FOCUS GROUP/TOWN MEETING PARTICIPANTS
Appendix A
List of Participants in Focus groups/Town Meeting
Emily Kass
G. Irving “Bud” Latz II
Dan Borgmann
Linda Ruffolo
Carl Rolfsen
Madelane Elston
Bob Arnold
Payne Brown
Karen Thompson
Harriet Inskeep
Joan Goldner
Ann McAlexander
Anita Cast
Colleen Benninghoff
Tonya Flightner
Glen Basham
Dan O’Connell
Jackson Lehman
Don Schmidt
Michael Hawfield
Michael Tevlin
Richard Phillips
Laurel Mangold
Harley Mangold
Greg Scott
Lynne Shuman
Paula Rice
Sharon Arnold
Byron Embick
Lillian Embick
Samantha Birk
Gregory Callen
Mark Joseph
Richard E. Bonsib
Charles Redd
Harriet Parrish
Jean Greenlee
Ken Ross
Dan Droegmeyer
William Black
Art Richard
Bruce Haines
Jim Ator
Ann Hoover
Janet Latz
Chuck Weinraub
Brenda Robinson
Christopher Guerin
Lisa Tsetse
Brian Truex
Betty Fishman
Abe Bassett
Angie Derheimer
Leonard Goldstein
Bill D’Onofrio
Harvey Cocks
Alex Jokay
Paul Brumbaugh
Robert J. DeLaney, Jr.
Laura Pickell
Bob Parrish
Rick Groves
James Modrick
Adrienne Provenzano
Robert Sanders
Beth Sanders
Kimberley Bastin
Pam Schmidt
Gregory Herrmann
Aniko Droegmeyer
Suzon Motz
Les Motz
Liz Monnier
Diane Groenert
Richard VerWiebe
Carol VerWiebe
Robert Bush
APPENDIX B
RESPONSES OF PARTICIPANTS IN FOCUS GROUPS/TOWN MEETING
Appendix B
RESPONSES OF PARTICIPANTS IN FOCUS GROUPS/TOWN MEETING
Cultural institutions and activities
Strengths and Assets:
1 -diversity of member organizations and individuals
2 -variety
3 -arts professionals
4 -high quality of program/product
5 -Arts United
6 –strong variety of major cultural activities
7 –FORTE festival
8 –willingness to create seed programs
9 –independent organizations
10 –smattering of cultural organizations
11 –affordability
12 –access
13 –arts integration festivals
14 –FAME festival
15 –quality of music offerings
16 –recreation
17 –proximity to other arts communities
18 –easy access
19 –strong member groups
20 –potential as cultural center
21 –5000,000+ participation
22 –many opportunities for amateur participation
23 – quality, excellence of arts community
24 –potential for IPFW participation
25 –first rate artists
26. –multi-cultural community
Weaknesses and Gaps:
1 -strong member groups, conflicting opinions of how to get things done
2 –unifying activity that is visible to the community
3 –limited opportunities for amateur participation
4 –lack of participatory outlets for citizens
5 –limited opportunities generally for participation
6 -little focus on traditional art forms
7 –transportation
8 –big arts groups vs. small groups
9 –new group nurturance
10 –community likes to be entertained, but does not buy the artists’ works
11 –diversity
12 –limits of geographical area and location
13 –no opera company
14 –only one orchestra
15 –limited number of professional productions
16 –performances need to go where the people are; take the arts “on the road”
17 –no classical music in the summer
18 –cost of events
19 –parking for events
20 –more depth…more than one organization of a type
21 –more exchange of artists and performers between cities
22
23
24
25
26
–narrow base
–too much volunteerism for creative efforts
–not enough poetry readings or classes
–need to reach blue collar community
–need more national touring community
1
2
3
4
5
6
7
8
29
30
31
32
33
34
35
36
-individual artists to nurture
–umbrella organization focus
–inclusive summer arts program
–inter-community programs
–become a regional leader and find an “arts niche”
–volunteer to professional theater
–neighborhood associations
–unconventional programs
-creativity
-risk taking
–more national programs…touring
–develop professional performing companies
-theater
-opera
–expand employee volunteer base
-celebrate the year 2000 and the next millennium
–Fort Wayne Bicentennial
–diversify or consolidate resources
–balance of services between sports and the arts
-traditional and modern combination of arts needed
–develop cultural heritage
–providing challenges and entertainment
–more total community experiences
–celebrate diversity
–Headwaters Park
–address minority community needs
-facility
-programs
-leadership
-Bicentennial
–major arts festival
–theme needed
–senior/student discounts
–institutionalization of arts as part of community life without sacrificing “energy” of
creativity
-bring more nationally touring companies to Fort Wayne and encourage our talent
to travel
-strong advocacy
–focus on festivals highlighting member groups
–development of summer symphony series
–more musicals
- better attendance
–more local people who have gained national prominence in the arts
–locally created movies and TV pieces
–changes which will expand the level of awareness of differences in the world
1
2
-merger of groups out of necessity
–priority needs: arts, social service
Opportunities:
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Roadblocks:
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
–festival that taps into entire community
–jazz
–joint artistic explosion
–celebrate /Fort Wayne’s 200th Birthday in 1994
–professional ballet
–wider base
–increase in arts education programs
–projects pool for Arts United increase
–community arts showcase
–visitor center at Glenbrook
–family afternoon opportunities
–hospitality seminars
–more of what we are presently doing
–one shop mass appeal event for awareness and outreach…maybe as a part of the
Three River’s Festival
-more of what we are presently doing
–more casual arts events
–collections of area artists’ work
–daytime programs for downtown workers
–indoor arts festival at the Coliseum
–hold a community competition in areas of music and writing
–bring in outside groups, such as Chicago Symphony
–need replacement for Community Concerts when it folds
–more family oriented events at reasonable prices
–more poetry
–speakers bureau on value, power and role of the arts in general…travel to schools,
businesses, clubs to sell the arts
-adult events…too much emphasis on children’s events
–this community has enough arts as it is; we cannot absorb any more
Facilities
Strength and Assets:
1.
2.
3.
4.
–funded group facilities
–Performing Arts Center
–location of performing arts center
–arts facilities strengths
Weaknesses and gaps:
1
-limited office space
2 –250 seat theater
3 –more classrooms
4 –more galleries
5 –orchestra rehearsal space
6 –non-funded home space
7 –number of facilities
8 –cost of operating
9 –no theater which seats more than 2500
10 –quality
11 –no 300 seat facility
12 –facility for full blown ballet/opera
13 –storage space
14 –rehearsal space
15 –overbooking of facilities
16 –need more specific facilities
17
18
19
20
21
–PAE is overscheduled
–poor facilities access for handicapped
–expensive to rent facilities
–gallery space
–need 400 to 500 seat auditorium with orchestra pit
Opportunities:
1
2
3
-improve facilities with Renaissance II
–cultural center…armory
–facilities for Cinema Center, Artlink, Arts United offices, Dance Collective, Fort
Wayne Philharmonic
4 –Headwaters
5 –satellite office, performance space, gallery in minority community
6 –address minority community’s needs
-facility
-programs
-leadership
7 -concert hall
8 –350 seat theater
9 –need more performance space (a black box theatre seating 200-300 people with lots
of off-stage space was suggested)
10 –new performance center at IPFW
11 –develop visual art with new facilities
12 –utilize Foellinger Theater more
Roadblocks:
1
2
3
4
Future Expectations:
1
2
3
4
5
6
7
8
9
-limited space…lack of availability
–increased cost for operation of Performing Arts Center
–lack of programming space
-scheduling problems at the facilities
-warehouse space
-Arts United office space
-facilities
-cultural center
-professional theatre
-facility of affiliated members
-more arts organizations downtown
-facility for artists to present plays and compositions
-better parking coordination with the city
Communication/coordination/cooperation
Strengths and Assets:
1
2
3
4
5
6
7
8
9
10
11
-executive directors
Arts United member groups positive relationship
-openness, mutual cooperation among members
-collaboration among member organizations
-commitment
-resourcefulness
-sense of cooperation
-problem solving ability
-corporation leadership
-absence of town and government rivalry
-good university and community relationship
12 -education community’s use of arts groups
13 -volunteerism
14 -excellent cooperation among members
Weaknesses and Gaps:
1 -aesthetic flexibility
2 –more cooperative projects
3 proliferation/duplication of organizations
4 consolidate some activities
5 communications mechanisms
-among groups
-to public
-burn out on the arts
6 -cooperation among member groups
7 –media..tone, newspaper!! weak writers
Opportunities:
1
2
3
4
5
6
7
8
-more coordinated efforts among arts groups
-volunteer to professional theatre
-relationship with the Parks and Recreation Department
-involve ourselves in other communities
-greater consolidation of the arts
-traditional and modern combination of arts needed
-communicate effectively
-chance for arts community and IPFW to network more and enhance Fort Wayne’s
role as regional cultural center
9 -united project promoting all Fort Wayne festivals, encouraging tourists into the area
10 -develop international contacts through local government and people in the
community
11 -corporations should buy tickets and then market them to their employees
12 -hold more open meetings
Roadblocks:
1
2
3
4
5
6
7
8
9
10
-conflicts in problem solving
-merger of groups out of necessity?
-failure of Arts United to continue leadership
-turf wars
-jealousy between members
-poor communication
-audience competition
-confused responsibility
-corporate dependency and the corporate control of the arts
-with one organization overseeing all of the arts, there is no room for smaller
organizations to get started
11 -fragmentation among member groups
12 -philharmonic has too much control over music in the community
13 greed
Future Expectations:
1
2
3
4
5
-enhance relationship with the Indiana Arts Commission
–festival that taps into the entire community
–technical and management programs for members
-joint artistic explosion
-centralized support services for Arts United
-technical
-marketing
6
7
8
9
10
11
12
13
14
15
16
17
-maintain strong Arts United board
-continued development of strong arts boards
-more communication
-central accounting and bookkeeping system
-management services and technical assistance
-marketing
publishing
public relations
technology
-centralized ticketing, printing, marketing, accounting-self contained
–develop arts corporation to work with community on programs
–continuing partnerships between groups
–organize Fort Wayne progress committee
–grass roots planning involvement
-board recruitment/resource building…management, marketing, finance
–“one shot” mass appeal event for awareness and outreach
Education and Youth
Strengths and Assets:
1
2
3
4
5
6
7
8
9
10
11
12
13
14
-good relations with schools
–arts-in-schools
-good university and community relationship
–arts for youth
-strong arts-in-education influence
-support, scholarships and deep interest in young people
–education community’s use of art groups
-potential for IPFW participation
-arts accessible to children
-educational support
-opportunities for children
-youth audiences
-IPFW interaction beginning
-IPFW…Dr. Abe Bassett
Weaknesses and Gaps:
1 -arts in the schools
2 -lack of programming for fifth grade through high school
3 -lack of teacher training
4 -no masters program in arts at IPFW
5 -little participation in arts education
6 -reduction in community schools’ arts education
7 -lack of integration of arts education into core curriculum
8 -school system backing away for the arts
9 -need to get more youth involvement
10 -adult educational opportunities in visual arts
Opportunities:
1
2
3
4
5
6
7
-arts in education
-need more young leaders
-educating public
-masters program in arts at IPFW
-taking advantage of captive audience of children in extended school and day care
programs
–public interest in liberal arts education
-junior and senior high school for the performing arts
8
9
-educational focus…
-responsibility of Arts United
-art is enjoyable and disciplined
-artist-audience
-arts education…
-FWCS integrate curriculum
-teacher in –service
-warehouse
-public and private schools
-festivals
-targeting “at risk” youth
-teacher advisory panel
-schools not doing their share
-schools do not pay their way
-schools do not supply materials
Roadblocks:
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
-education of public
–work with IPFW
-masters program
-joint programs
-offer class in arts facilities
-teacher enabling: arts in education
–high school for performing and visual arts
–art education for younger students
-establish arts in education in the schools
-more arts and youth as resources
-teacher and youth advisory councils
-develop relationship with schools
-education advocacy
-teacher training
-art education catalog
-more funding and time for arts in education
-in the high schools
-life long learning
-need an outside assessment on the quality and quantity of our arts in education
need greater support for arts in education from the schools
Community attitudes/Awareness/Marketing
Strengths and Assets:
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
-volunteers
-constant effort for excellence
-arts not closed to community
-business social responsibility
-accepted by community as way to give
-commitment from government leaders to the arts
-absence of town and government rivalry
-local arts suspected and admired; do not need “greener pastures” in imports
–pride in arts
-willingness to take risks in the arts
-national reputation of arts in Fort Wayne
-5,000,000+ participation
-aesthetic flexibility and social responsibility
-community encourages transient participation
-community support
-strong church community
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
-corporate/private commitment
-resilience
-high energy level of volunteers
-awareness
-appreciation of arts as essential part of community
-individual/community support
-corporate and professional support
-openness/easy to get involved
-growing interest in the arts
-good relationship with the schools
-history of corporate sponsorship
-diversity of member organizations and individuals
-multi-ethnic communities in the city
-easy access
-especially strong individual support
-openness, mutual support and cooperation
-in the last 2 years, more money has come from individuals than from corporations
-corporate support
-private support
-many exciting opportunities
Weaknesses and Gaps:
1 -minimal growth in corporate giving
2 -lack of support for new art
3 -poor to fair media support
4 perception of a “closed club”
5 –loss of community ownership of Arts United
6 -“foreign” ownership of business
7 -access to involvement
8 -contributors make too many decisions
9 -elitist image
10 -insensitive media
11 -lack of broad-based participation
12 -lack of media attention
13 -arts not viewed as fun
14 -perception that arts are “white collar”
15 -lack of “blue collar” knowledge of the arts
16 -focus on “Reggae” instead of “Prokofiev”
17 -lack of knowledge of the entire market
18 -ballet is perceived as a stepchild of the arts in Fort Wayne
19 -not enough value placed on the artists
20 -cultural community not unified
21 -debate: arts vs. sports
22 -lack of community involvement
23 -bad marketing…community not aware
24 racial tension in Fort Wayne
25 access/bit affordable
26 little awareness of what is here
27 affordability
28 broad-based support
29 community enthusiasm
30 airport/outside issues
31 take assets for granted
32 lack of marketing
33 big arts groups vs. small groups
34 -lack of media support
35
36
37
38
39
40
41
42
43
44
45
46
47
48
-newspaper/critical reviews
-community likes to be entertained but does not buy the artists’ works
-support for local artists
-awareness
-lack of aggressive marketing
-need more audiences
-cost of events
-narrow base
-lack of innovation
-visual arts apathy
-limited view and acceptance of what is art…conservatism
-“Arts United” name often confused with “United Way” name
-need to reach blue collar community
-lack of corporate support
1
2
3
4
5
6
7
8
9
10
11
12
13
14
-better media support
-‘be the best” of something
-become a regional leader and find an ‘arts niche”
-develop media
-neighborhood associations
-involve ourselves in other communities
-make the community’s voice be heard
-expand market research
-study and respond to market research
-public interest in liberal arts education
-creative use of volunteers
-Chamber of Commerce representative and non-profit representative
-meld mission and marketing
-build volunteers
-youth
-men
-change view of media more total community experiences
–more total community experiences
-change image
-marketing to older citizens
-family programming
-capitalize on enthusiasm
-senior/student discounts
-institutionalization of arts as part of community life without sacrificing “energy” of
creativity
-desire of populace to live in quality, mid-sized communities that offer diversity,
access, quality environments and life mastery with a degree of life case
-grass roots philosophy
–age of computers and robotics should give the work force more leisure time during
which people will hopefully turn to cultural activities
–downtown renewal..including retail
–better marketing will allow more growth potential
-through schools
-use the arts as an advertising vehicle for city
–concern for national issues as well as local issues
–listen to and act on desires of community
–work toward becoming arts center for the state
-more awareness
–more volunteers
–corporations should buy tickets and then market them to their employees
Opportunities:
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34 –changes will expand the level of awareness of differences in the world
Roadbblocks:
1
2
3
4
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
-Closed club” perception
–conservative mind set
–Dan Coats
–sensitivity
-artist to public
-public to artist
–local government perception of our need
–lack of community fission
–‘airport” and other community problems
–“Arts as a luxury” attitude
–promote arts as a social plus
–media
–have to justify the arts
–community not a risk taker
–government control
–controversy: artistic freedom
–ability of community to give
–Arts United is too conservative; no contingency funds just 4%increase each
year…roadblock is funding
–desire to be all things to all people
–we can expose but cannot convince
–priority needs: arts, social services
–point of saturation
intolerance
-NEA
-flag
-Arts United stand (or lack of one) on arts issues
–amount of competition from “road shows”
-audience competition
–image
-community apathy
–censorship
–possible sale of Lincoln National Life
–personal alienation or sense of responsibility…lack of leisure time to volunteer or
attend
–complacency
–philosophy that arts are non-essential
–age of technology will dehumanize and desensitize people
–lack of flood control
–lack of government support
–burn out on the arts/fundraising
–politics
–George Bush could be re-elected
–increase the ticket prices, cost of events
–overfed appetite
–greed
–distribution of wealth is becoming more unbalanced
–fear of the new and unfamiliar
–airport problems
Future Expectations:
1
-more involvement of people under age 35
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
–Arts United attitude to community: one program
–community based approach to foundations
-out of Fort Wayne
-broaden marketing program
–regionalized arts publication
–develop media relationships
–integrate and provide information for media
–wider base
–arts needs assessment
–management service and technical assistance
-marketing
-publishing
-public relations
-technology
-more social/political support
–educate local government leaders
media relations plan
–calendar of volunteers/artists opportunities
-for neighborhoods
-for schools
-develop “arts corporation” to work with community on programs
–create marketing plan
-audience input/survey
–demographics needed
–hospitality seminars
-market to northwest Ohio
-community ambassadors
-organize Fort Wayne progress committee
-board recruitment/resource building-managing, marteting,& finance
-Arts United comprehensive marketing strategy
-research/data source
-regional and international exploration
Future Expectations:
1
2
3
4
5
6
7
8
9
10
11
12
13
14
-more involvement of people under age of 35
-Arts United (START ON PAGE 24)
–community based approach to foundations
-out of Fort Wayne
–broaden marketing programs
–regionalized arts publications
–develop media relationships
–integrate and provide information for media
-wider base
-arts needs assessment
-management service and technical assistance
-marketing
-publishing
-public relations
-technology
-more social/political support
-educate local government leaders
-media relations plan
-calendar of volunteers/artists opportunities
-for neighborhoods
-for schools
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
-develop “arts” cooperation to work with community on programs
–create marketing plan
-audience input/survey
-demographics needed
-hospitality seminars
-market to northwest Ohio
-community ambassadors
-organize Fort Wayne progress committee
-board recruitment/resource building
-managing, marketing, & finance
-Arts United comprehensive marketing strategy
–research data source
–regional and international exploration
-one shot mass appeal event for awareness and outreach
-maybe as a part of Three Rivers Festival
-greater use of news media
–more public art downtown, including murals on the alley walls
–need long range community calendar for planners
–monthly arts newsletter to entice and excite public
Funding
Strengths and Assets
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
-history of corporate sponsorship
–individual financial support
–Renaissance
–solid and broad based financial support
–corporate support- “premier city”
–funding for small grant programs
–strong endowments
–independence from government support
–in the last two years more money has come from individuals than from cooperation
–central fundraising focus
–corporate support
–foundation support
-history of support
-artist fellowships
-accepted by the community as a way to give
-support, scholarships and deep interest in y0oung people
-individual/community support
-corporate and professional support
-local foundations
-grant opportunities
Weaknesses and Gaps:
1
2
3
4
5
6
7
8
9
10
-25% of the support comes from one institution
–minimal growth in corporate giving
-funded member groups vs. Arts United corporate solicitation
-lack of government support
-lack of government support
-narrow financial base
-corporate leadership
-lack of government spending
-fragmented fundraising (member groups) need overall increases to Arts United
-individual organizations still have to raise funds from the same donors as Arts
11
12
13
14
15
United
-broad-bases support budget constraints
-support for local artists
-funding sources
-too many associate members for small grants budget
-too dependent on corporate funding
Opportunities:
1
2
3
4
5
6
7
8
15
-analysis of giving patterns
–increased government support
-broader bases support
-Lilly involvement
-focused fundraising
-Increases government funding
-identify goals and roles in education/government/donor communities
-cultivate major local funding support
-Lincoln National Corporation
-Foellinger Foundation
-other trusts and foundations
-other corporations (GE,GM, etc.)
-CEOs
-key: fundraising…satisfied public
–cultivate new funding sources
–more workplaces giving to Arts United
–develop arts in the workplace
–new business opportunities
–more government funding, so arts would be more accessible to all segments of the
community
–tap national corporate offices
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
-diminished support
-local government perception of our need
-competition for funding
-ability of community to give
-funding
-point of saturation
-further reduction in government support
-competition for funding
-NEA could be cut
-Financial support
-Corporate dependency and the “corporate control” of the arts
-Competition for dollars and market force exclusion
-Lack of endowment funding
-Expense controls
-It is becoming more difficult to come up with new types of fundraising projects
-Social services will have greater need for future funding
9
10
11
12
13
14
Roadblocks:
Future Expectations:
1
2
3
4
5
6
-finding new funding sources
–balance revenues
-more social/political support
–funding for minority scholarship
-additional funding after Renaissance
-more grant money for smaller arts groups
7
8
-more support for area musicians
-greater funding for CAC
Leadership and Vision
Strengths and Assets
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
-diversity of leadership
–strong history
-Robert brings a “new perspective”
–IPFW…Dr. Abe Bassett
–corporate leadership
-national reputation for the arts in Fort Wayne
-leadership
-professional arts leadership: paid and non-paid
-many exciting opportunities
-community leadership, donate talent and donate time
-Emily Kass made a difference
-professional arts…assets leaders
-transient CEOs
-good executive directors
-long range goals
-good organization
-personnel, executive directors
-arts professionals
-strong member groups
-Arts United
-willingness to take risks in the arts
-potential for growth
-willingness to create seed programs
-problem solving ability
Weaknesses and Gaps
1
2
3
4
5
6
-corporate leadership
-make too many decisions
–directions
–transient CEOs
-early employment conflicts
-need middle management involvement
1
2
3
4
-professional standards maintained
–cultural leadership role
-leadership in making inroads into minority community
-address minority community’s needs
-facility
-programs
leadership
-long range planning model
-chance for arts community to enter into other areas of community, rather than
waiting for community to come to it
-work toward becomi9ng arts center for the state
Opportunities:
5
6
7
Roadblocks:
1
2
3
4
5
-Conflicts in problem solving
-Dan Coats
–lack of community leadership
–failure of Arts United to continue leadership
–Arts United’s stand is too conservative, no contingency funds just 4% increase each
year…roadblock is funding
6 -potential new legislation
7 -Arts United’s stand (or lack of one) on arts issues
8 -Politics
9 -Lack of leadership in county and state on importance of arts funding
10 -George Bush could be re-elected
Future Expectations:
1
2
3
4
5
6
16
-National connection: Milton Rhoades
–technical management programs for members
centralized support services for arts United
self initiative
central accounting and bookkeeping system
Management service and technical assistance
-marketing
-publishing
-public relations
-technology
-projects pools for Arts United increases
–centralized ticketing/printing/marketing/accounting
-self contained
-leadership
-minority issue
-self sufficiency workshops
–Arts United comprehensive marketing plan
–advocacy
–regional and international exploration
–more of what we are currently doing
–speakers bureau on value, power and role of the arts in general (trips to schools,
businesses, clubs to "“tell"”the arts)
–workshops on staff development and technical issues
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
-skilled arts graduates
-strong member groups
-good geographic location
-individual artists
-we are solvent
-core of volunteers
-many opportunities for amateur participation
-Arts United
-quality, excellence of arts community
-strong agency boards required
-volunteerism
-first rate artists
-professional staff
-resourcefulness
-history
-local foundations
7
8
9
10
11
12
13
14
15
Resources
17
18
19
20
21
22
23
24
25
26
-volunteers
-strong endowment
-professional art leadership: paid and non-paid
-facilities
-corporate support
-private support
-Emily Kass made a difference
-history of support
resourcefulness
-artist fellowships
Weaknesses and Gaps:
1
2
3
4
5
6
7
8
9
10
11
12
-limited volunteers
-not tapping skilled arts graduated
-how do we involve new community leaders
-not tapping all community resources
-strong dependence on amateur artists
-more sharing of expertise
–local artists need cheaper health insurance
-lack of sense of history
-no opera company
-only one orchestra
-limited number of professional productions
-too much volunteerism for creative efforts
1
2
-individual artists: nurturing
-develop professional performing companies
-theater
-opera
-technology and the live audience
-expand employee volunteer base
-greater diversity of the arts
-diversify or consolidate resources
-creative use of volunteers
-Chamber of Commerce representative and non-profit representative
-Involvement of labor unions
-build volunteers
-especially more youth and men
-greater union support
-age of computers and robotics should give the work force more leisure time during
which people will hopefully turn to cultural activities
-bring more nationally touring companies to Fort Wayne and encourage our talent to
tour
-development of artists
-development of summer symphony series
-more volunteers
-develop art in the workplace
-locally created movies and TV pieces
-develop international contacts through local government and people in the community
-new business opportunities
-increases number of local artists
-tap national corporate offices
Opportunities:
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Roadblocks:
1
2
3
4
5
6
7
8
-fewer volunteers
-transportation
-government control
-further reduction in government support
-government inertia
-age of technology will dehumanize and desensitize people
-Amtrak leaving
-changing demographics (fewer workers to support the arts with more older citizens
with leisure time wanting them)
9 -lack of volunteers to support organizations
10 -lack of child care
Future Expectations:
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
-more dollars spent for computers
–Arts United office space
–technical assistance
-national connection: Milton Rhodes
-Kahn arrives
-technical management programs for members
-maintain strong Arts United board
-continued development of strong arts board
nurture the individual performing and visual artists
-airport entry to city
-visitor center at Glenbrook
-audience input/survey
-demographics needed
-collections of area artists’ work
-video library of performing arts
-need lawyers for the arts organizations to provide pro bono representation
-more artists as administrators
Economic and Physical development
Strengths and Assets
1
2
3
4
5
6
7
8
9
10
-potential as a cultural center
-potential for growth
-economic impact of the arts
-economic development and growth asset
-increases tourism
-raises our overall standard of living
-grant opportunities
-local ownership of business
-lack of town and government rivalry
-good geographic location
Weaknesses and Gaps:
1 -recession proof
2 –effect of economic downturn
3 –lack of government spending
4 -“foreign” ownership of some business
5 -social/political support
6 -airport/outside issues
7 -limits of geographical area and location
8 -politics
9 -deterioration of inner city
10 -public transportation problems
Opportunities:
1
-economic growth
-increased corporations
2 -Jesse Helms defeat
3 –identify goals and roles in education/government/donor communities
4 –tie arts to economic development
5 -increased government support
6 -advocacy for legislation
7 -video tax
8 -arts/tourism
9 -downtown renewal (including retail)
10 -strong advocacy
11 -united project promoting all For Wayne festivals, encouraging tourists into the area
12 -more government funding, so the arts would be more accessible to all segments of
the community
Roadblocks:
1
2
3
-potential economic downturn
-tax dis-incentives
-recession is coming
-what groups will survive
4 -need for Chamber and Business to see necessity of arts to attract business and
development: major emphasis
5 -economic uncertainty
6 -financial stress
7 -possible sale of Lincoln Life
8 -lack of flood control
9 -Amtrak leaving
10 -Distribution of wealth is becoming more unbalanced
Future Expectations:
1 -more arts organizations located downtown
2 -foreign culture/geography education
3 -better parking coordination with the city
Outreach to a Diverse Community
Strengths and Assets
1
2
3
4
5
-multi-ethnic communities in city
–multi-cultural community
-regional orientation/outreach
-cross and multi-cultural approach
-strong variety of multi-cultural activities
Weaknesses and Gaps:
1
2
-black community not involved
-never been a sincere effort to reach minority community
-board members
3
4
5
6
7
8
9
10
11
12
13
14
15
-have not reached multi-ethnic community
-festival
-high quality
-respond to non-English speaking segment
-cultural leadership role
-more outreach
-develop relationships with minority community
-Hispanic community
-Black community
-exposing the disadvantaged to the arts
-develop cultural heritage
-celebrate diversity
-satellite office/performance space/gallery in minority community
-leadership in making inroads into minority community
-facility
-programs
-leadership
-inner city programming
-greater concern for multi-cultural/minority development
–chance for arts community to enter into other areas of community, rather than
waiting for community to come to it
Roadblocks:
1
-inaccessibility
Future Expectations:
1 -minority programs
-Black
-Hispanic
2 -arts expansion to the disadvantaged
3 –collaboration with minority/program
4 funding for minority scholarship
5 leadership development
6 community ambassadors
7 more outreach
-to “average Joe” or “blue collar” worker
-to “at risk” population
8 -multi-cultural and cross-cultural presentations
9 increased accessibility to the arts for the elderly and the institutionalized
THE END
APPENDIX C
LIST OF INTERVIEWEES
Appendix C
List of Interviewees
Michael Hawfield, Executive Director, Allen Co. –Fort Wayne Historical Society
Janet Nahrwold, Executive Director, ARCH, Inc.
Michael Tevlin, Artistic/Executive Director, Fort Wayne Ballet
Deborah Koepke, Executive Director, Cinema Center
Michael Mitchell, Executive Director, Fort Wayne Civic Theatre
Emily Kass, Executive Director, Fort Wayne Museum of Art
Christopher Guerin, General Manager, Fort Wayne Philharmonic
Harvey Cocks, Executive Director, Fort Wayne Youtheatre
APPENDIX D
LIST OF CULTURAL ACTION PLAN DRAFT REVIEWERS
Appendix D
List of Cultural Action Plan Draft Reviewers
Paul W. Helmke, Mayor, City of Fort Wayne
Michael Hawfield, Executive Director, Allen Co. – Fort Wayne Historical Society
John Wilks, President, Board of Directors Allen Co-Fort Wayne Historical society
Jeffery Krull, Executive Director, Allen County Public Library
Janet Nahrwold, Executive Director, ARCH, Inc.
Tim Dirig, President, board of directors, ARCH, Inc.
Terri Sullivan, Executive Director, Embassy Theater Foundation
Michael Tevlin, Artistic/Executive Director, Fort Wayne Ballet
Janet L Rice, President, Board of Directors, Fort Wayne Ballet
Deborah Koepke, Executive Director, Cinema Center
Angela Boerger, President, Board of Directors, Cinema Center
Michael Mitchell, Executive Director, Fort Wayne Civic Theater
Alvin R. Moll, Jr., President, Board of Directors, Fort Wayne Civic Theatre
Emily Kass, Executive Director Fort Wayne Museum of Art
John O. Feighner, President, Board of Directors, Fort Wayne Museum of Art
Christopher Guerin, General Manager, Fort Wayne Philharmonic
The Honorable William C. Lee, President, Board of Directors, Fort Wayne Philharmonic
Harvey Cocks, Executive Director, Fort Wayne Youtheatre
Brenda Robinson, Executive Director, Old Fort YMCA
Dr. William Coats, Superintendent, Fort Wayne Community Schools
Carl Rolfsen, President, Foellinger Foundation
Harry Owen, Secretary/Treasurer, Foellinger Foundation
Angie Derheimer, Grants Director, Foellinger Foundation
Edwin J. Rousseau, Allen County Commissioner
Jack R. Worthman, Allen County Commissioner
Paul E. Brumbaugh, President, Allen County Council
Charles B. Redd, President, Fort Wayne City Councel
Dan O’Connell, Vice President, Fort Wayne Chamber of Commerce
Dr. David Hales, Superintendent, Southwest Allen County Schools
Mr. Steven Yager, Superintendent, Northwest Allen county Schools
Dr. Joanne Lantz, Chancellor, Indiana-Purdue University – Fort Wayne
Dennis Eller, President, Board of Directors, Fort Wayne Youtheatre
Tim Nawn, President, United Way of Allen Co.