Guillermina Gonzalez

State Arts Advocacy = Informed Passion + Strategist Mind

Posted by Guillermina Gonzalez, Apr 11, 2016 7 comments


Guillermina Gonzalez

Leadership is a concept that comes to mind these days in the midst of one of the most contentious primary presidential campaigns we have seen in recent memory in the United States. Is what we see on TV real leadership? For the most part, it is not. Leadership combines informed passion in the mind of a strategist able to maximize limited resources to deliver tangible results, while bringing people together. Real leaders seek advice to make sounded decisions and give credit to those sources. An example of real leadership in state-level arts advocacy in the U.S. is the State Arts Action Network (SAAN).

Oklahoma's for the Arts in action, one of SAAN’s 53 members across the nation. Photo credit: Carl ShorttThe SAAN includes the collective experience of 53 members representing 42 states, the expertise of Americans for the Arts, and the on-the-ground know how needed for coordinating efficient federal and state arts advocacy campaigns. The network fosters community partnerships ranging from elected officials and school districts, to state and local chambers of commerce, to the public broadcasting and film industry. The SAAN collective has a social media footprint of 120,300 plus on Twitter, Facebook, and Instagram. From state arts advocacy days, to training workshops, to awards and recognition events—SAAN members interact face to face with 46,000 plus people nationwide every year. If advocacy is about influencing public policy and public opinion, imagine the impact those numbers actually have!

SAAN members rejoice in learning from each other every time we get together. The group is tight knit, so we are a phone call, email or visit away. The exchanging of best practices across states is quite common. In my career – one that that combines corporate America and the nonprofit sector – the SAAN is by far the most nurturing organization I have ever encountered. Standing on the shoulders of giants makes one’s work relatively easy, but there is always room for improvement. State arts advocacy leaders are natural strategists paying attention to their organizations on two fronts: internal and external.Source for the external front was adapted from the National Assembly for State Arts Agencies

EXTERNAL

State arts advocacy activities do not exist in isolation. They reflect the communities they live in. So, this level of advocacy requires insight into the unique and evolving nature of each state. As such, to increase effectiveness, the work entails the careful weaving and knowledge of personalities, politics, and local legislation at the statewide level while contemplating what happens at the federal level. It involves developing grassroots or grasstops alliances relevant to each state while maintaining contact with local audiences and advocates. State arts advocacy leaders rapidly learn that the intangible aspects of state level advocacy calls for action such as marketing and public relations tactics. As such, they conduct activities to increase visibility to a variety of constituencies, targeting messages as needed. Recipients of those messages include elected officials, candidates, public administrators, voters, political donors, specific constituencies, media, popular culture artists and/or gatekeepers, business and community leaders. State arts advocacy leaders reflect the concept of globalization: think global, act local. Effectiveness, in fact, is the middle name of many of my SAAN colleagues, from whom I always learn.

INTERNAL

At the same time, keeping an eye on the organization itself is pivotal, particularly in increasingly difficult economic times. Solid state arts advocacy leaders are savvy entrepreneurs. Long lasting impact depends on sustainable state arts advocacy organizations able to translate their missions into tangible, easy to grasp terms that speak equally to funders, media outlets, and the public. Numbers do matter if they relate to the mission and strategic intent. If not, numbers can become a “chasing the money exercise” where losing identity and mission are the consequences.

Strategy is a state arts advocacy leader’s informed way to instill change on limited resources. In this context, state arts advocacy organizations that are unable to succinctly articulate their value proposition float adrift. A holistic strategic plan for state arts advocacy organizations combines the input of its board of directors and the staff. Executive directors are simply part of a team facilitating the organizational process. From that perspective, larger than life executive directors may find themselves misplaced in this all-inclusive context that requires flexibility while preserving the organization’s mission.

Let me finish where I began. Leadership is a consequence of actions, not an objective in itself. The TV spectacle we are witnessing in this presidential campaign is not leadership. Many of my SAAN colleagues reflect the fabric of true leadership – a passionate business strategist maximizing limited resources and delivering tangible results while bringing people together. The best part is that my fellow SAAN members and I also know how to have fun together. With such a crowd—who needs TV!

Guillermina is a member of Americans for the Arts. Learn more about membership.

7 responses for State Arts Advocacy = Informed Passion + Strategist Mind

Comments

April 11, 2016 at 11:40 am

Great start Dr. G! I appreciate how clearly you've outlined this.

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April 11, 2016 at 2:56 pm

Hi there! Many thanks! Looking forward to reading yours! A hug!
Guillermina

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April 12, 2016 at 11:11 pm

Thanks for your article, Guillermina. So true: the need to align internal and external environments - both for the health of the nonprofit organizationally and the potential advocacy impact on our communities. I especially appreciate your point re: "careful weaving and knowledge of personalities, politics, and local legislation." It reminds me of the "knitting together" that Julia describes in her article (and vice versa). We appreciate your leadership in SAAN!

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April 15, 2016 at 9:55 am

Thanks Jonathan! You made me think last time we got together. I found myself these days keeping a closer eye on the ASK when coordinating advocacy campaigns. Julia teaches me something every time we get together. Thanks for being intellectually generous with us!
Guillermina

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April 15, 2016 at 9:55 am

Thanks Jonathan! You made me think last time we got together. I found myself these days keeping a closer eye on the ASK when coordinating advocacy campaigns. Julia teaches me something every time we get together. Thanks for being intellectually generous with us!
Guillermina

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Ms. Ann S. Graham says
May 02, 2016 at 10:52 am

This SAAN leader is FINALLY making time to read all of these noteworth blogs.  Thank you Guillermina for articulating our work as SAAN leaders and how attention to both the "external" and "internal" factors is vital for sustainability and success.   The SAAN inspires all of us and strengthens our capacity to build the coalitions, partnerships and relationships across so many sectors in each of our states to build the strongest case for the value of the arts to every citizen. Thank you all for being there for this importand and life changing work.

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Ms. Ann S. Graham says
May 02, 2016 at 10:52 am

This SAAN leader is FINALLY making time to read all of these noteworth blogs.  Thank you Guillermina for articulating our work as SAAN leaders and how attention to both the "external" and "internal" factors is vital for sustainability and success.   The SAAN inspires all of us and strengthens our capacity to build the coalitions, partnerships and relationships across so many sectors in each of our states to build the strongest case for the value of the arts to every citizen. Thank you all for being there for this importand and life changing work.

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