Table of Contents

Question 1: Pages 1 2
Question 2: Pages 3 17
Question 3: Pages 18 36
Question 4: Pages 37 48
Question 5: Pages 49 57
Question 6: Pages 58 63
Question 7: Page 64
Question 8: Pages 65 66
Original Survey Form: Pages 67 73


Note: The information provided in this survey has not been edited for grammar,
spelling, etc. The content is just as was submitted through the online survey tool.


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Page 2 of 73
# ResponseText
1 Experienceworkingasanartistorinthearts
2 Solidunderstandingoftheroleofartandaestheticsinbuildingacohesive,innovativecommunity.

Mustbeapassionate,yetcool-headedpersonwhocanauthenticallyrelatetopeople.Mustdemonstratea
willingnesstoserve.
3 Creativethinkingandasoundbackgroundintheimplementationofart-makingprojectsonideallyanindividualand
organizationallevel.
4 Lackofbiastowardanyonedisciplineofartandmediamaking.
5 Experienceadvocatingforandchanginggovernmentpolicy.Placehighvalueondevelopingefficientsystemsand
utilizingtechnology.Excellentfundraiser.
6 lt'sstillamysterytomewhyyoufiredChrisD'ArcyandlhavebeenwaitingtohearaboutOregon'snewdirectionthat
wascitedinthenewsstories;asmostoftheattributesfromthisquestionnairethatareimportantwouldapplyto
Chris.
7 TheEDshouldbeabletoputaside"arts"whenworkingwithOCT,wherehumanitiesandheritageareequally
important.
8 Outreachtoandaccountabilitytocountyculturalcoalitions.Physicallymeetingwithcountycoalitionsannually.
9 1.Strongabilitytocommunicateonfocusedtopics,stayingontask,seeingcentraltarget...

2.Knowingwhatisinvolved/representstheartsandcultureofOregon-thismeansprobablyawestcoasteroveran
eastcoasterifchoicecomedowntothat....workingnationallyforthepast12yearslknowtherearegreatdifferences
east-central-westUSA...inactionposturing,culturalexpectations/awarenessofpopulations,politicalsavvy
knowinghowastate"moves"and"sustains"

3.Solidabilityinknowinghowtorepresentourstatebeyondl-5corridorandPortlandMetroarea,servingthefull
state
10 Knowledgeofandinterest ininternationalartsconversationandhowOregonandnationalissuesconnecttothat
largerculturalandintellectualdiscourse.
11 Creativityandcriticalthinkingskills.

Excellentreferencesfrompreviouspositions.

Abilitytothink"outsidethebox".

Peopleskills.
12 Ademonstratedcapacityandinterestinadiversespectrumofartisticexpression.
13 lthinkthepersonselectedforthispositionshouldhaveintrinsicknowledgeoftheartsinthisregionandhowtheyare
funded.Theselectedcandidateshouldalsobeabletocommunicateeffectivelywiththeboardinreachingitsgoals.
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14 Someonethathasagoodreputationandisknownthroughoutthestate.Theyneedtohaveadeepunderstanding
oftheissues(inparticularthatOregon'sartsandcultureorganizationsarefacing).Acompellingspeakerthatcan
makethecaseforwhytheartsareneeded.
15 PassionforCulture,HeritageandtheArtsisparamount!

Cookiecutterexperience(exactlythispreviousexperienceelsewhere)isnotasimportantasleadershipexperience
andthepotentialforpartnershipbuilding

Someonewhocangettherightpeopleonthebus.(ie.JimCollins)
16 Anabilitytodiscernsignificantworksofart.
17 Nexttotheattributesandexperiencelcheckedinthequestionnaire,lconsidertransparency,accessibility,acuitythe
mostconsequentialcharacteristicsofthenewdirector.Yearsofuncomfortablesensebyartistsofinbredinterests,
toomanyopenlinesofcommunicationbetweenRACCandOAC--haveledtoabreakdownintrust.Atthesame
time,ourstatehadbutonepowerfulartsinstitution(RACC),oneanincreasinglypowerless,organizationdependent
onsmallerfundingfromfewersources.(lexceptOR.LiteraryArtsinthis.ltsmissionisdifferentaslperceiveit.)But,
OAC,althoughithasmadesomevaliantefforts,allowedthemasterartistgrantstodisappear,tospreadfewer
dollarsamongfewerartists.Also,ithasseemedtomeunderminingthelife-timebodyofworkofolderOregonartists
infavorofnewandemergent.lperceivethosefellowshipstobeattachedtoRACC.WhileallstatesandtheNEAare
struggling,weneedanarticulate,persuasive,charismaticleadertobolsterOregon'stopplingimageasastate
supportiveandlMAGlNATlVEinseekingnewsourcesoffunding,whilesecuringandreinforcingthedependable
sources.lsuggestmoreinvitationalmeetingswiththegovernorwhoishardlyaware(exceptthroughanadvisor),of
howmanygiftedartistslivewithinourborders.Therearealsonon-monetaryawardsthattranslatetogalleries,
museums,publishers,film-makers--thatOregonisrichinnaturalresources.Whatelse?Meetwithkeyartistsin
differentdisciplines--a

smallnothugesymposium--tohearoutthecumulativegrievancesofmanyyearsstanding.Thankyouforreading
mythoughts.lwanttobeproudagainofOregonasaprogressivestateinallways.
18 Pastexperiencebuildingsupportfortheartsamongelectedofficialsatthestatelevel;pastexperienceachieving
successinadvocatingforincreasedartsfundinginstatesandcommunitieswheretheartsaregenerallynotvalued
andpoorlyfunded
19 clearunderstandingofgovernmentprocess
20 Sinceldon'tconsidersomeofthequalitiesonthepreviouspagepartoftheexecutivedirectorsjob,itisimperative
thatheorshehascompetentstaffandtheabilitytocommunicatewellwiththem.
21 ExperienceinchartingnewterritoriesfortheTrust,suchasnewworksforcollaborativeartsorganizations,new
fundingstreamsforsmallerorganizationstotapinto,creatingandimplementingnewresourcesinmanagement,
boarddevelopment,marketingandincreasedoperationalfundingforstrugglingorganizations.
22 lwouldemphasizeknowledgeofandcommitmenttothedevelopmentoftheexistingandpromisingregional
movementsandindividualartists.ldeallythecandidatewouldbewellinformedonthenationalartscene.She/he
couldsupportdirectorsofmuseumsandperformancevenuestobringinordevelopthemostvisionaryandbrilliantof
projects.
23 lthinkitisimportantatthisjuncturetohiresomeonefromwithinOregon.Theneedtounderstandthestate,thestate
players,thediversecommunitiesiscriticalatthismomentintime.
24 ThenextEDshouldbehighlypoliticallysavvyandalsohavestrongexperienceinpartneringwithadvocacygroupsof
allsorts.Thepersonshouldalsohavedocumentedexperienceinworkingsuccessfullywithunderservedand
nontraditionalaudiences,organizations,andconstituents.S/heshouldhaveastrongvisionforwhatastatearts
agencyandastateculturaltrustshouldandcanbeANDhavetheabilitytolistentoothers'ideasandcreatean
atmosphereofrenewedtrustaswellasanewvisionforwhatOregon'sartsandculturalorganizationscanbe.
25 lwouldjustaddthatPortlandmightbeadifferentartclimatethanothercities,orOregondifferentfromotherstates,
withlessfundingfortheartsandthereforealotofsmaller,volunteerrunorganizations.WhenlseetheWillamette
WeekGiveGuidelisteveryyear,l'msosurprisedthatcats,bikes,andgardensallreceivethousandsandthousands
moredollarsofpublicsupportthananyartorganization,whileartorganizationstypicallyrequiremoremoneyto
operate,andstillPortlandconsidersitselfatownwithgreatlevelsofsupportforthearts.Someonefromoutofstate
couldprovidesomefreshinsightinhowtonavigatethesechallengesanddevelopmorecommunitysupport,buta
localpersonmightalreadyhaveanunderstandingoftheparticularsofartfundinghere.
26 shouldhavegoodpoliticalconnectionssincetheLegislatureisthekeytofuturefunding
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27 lwouldlikethenextArts&CulturalTrustExecutiveDirectortohaveagoodgrasponthebalancebetweenarts and
culture:someonewhounderstandstheimportanceofartistsandartsorganizationsthatcreateandpresentworkof
consequence,andtheimportanceofculturalassociations--neighborhoodandcommunitygroups,etc,andwhois
abletounderstandhowthesetwocomplementandinformoneanother.
28 Tenacity
Clarityofvision
lnnovation
29 MorepressgiventotheactivitiesoftheTrustsothatitisknownwhatisbeingdone.
30 ltseemsvitallyimportanttoconsidertheneedanddesireforrelevantand innovativeartinALLcommunitiesin
Oregon;reachingoutbeyondthetraditionalurbanandgeographicboundariesthattypicallylimitdistributionof
fundingforartsinourstate.ltseemsanindividualwithabroadknowledgeandunderstandingofthediversityof
communitiesinOregon,oronewhoiswillingtolearnthat,wouldbemosteffective.
31 Broaddefinitionofartsandcultureinclusiveofnewmedia,independentartists;Strongvaluesforequityanda
diversifyingpopulation;
32 Pastorcurrentexperienceasapracticingartist.
33 WhileaDirectormustbeabletoworkwithdiversegroupsandresolveconflicts,theymustalsohaveastrong
personalvision.Thebestsolutionisnotalwaysthemiddleground.Theymusthaveasenseofprioritiesandknow
whentostandupforthearts,artistsandartisticfreedom.
34 AsavvyaboutthekindofculturalcomplexitiesthatmarkOregonandmanyotherstates,inparticularanabilityto
navigatetherural/urbanculturaldivide-andbeattentivetoengagingsmallercommunitiesinEasternpartsofthe
State.
35 GreatPRperson.
36 Managingorganizationaltransitionsandconflictareimportantinajoblikethis.ltissuchavariedconstitutency(e.g.,
ruralvs.urban)thatthisabilitytobridgedivideswithoutunduecompromiseisimportant.

Understandingcurrentconditions,utilizingthestaffandboardtoachieveresults,andhavingavisionforthe
organizationandbeingabletocommunicatethatvisionareimportant.
37 lnclusiveness
38 TobesuccessfultheExecutiveDirectorofOregonArtsCommissionneedsastrongfamiliarityofthestateofOregon
includingOregon'shistory,economicandculturaldiversity,anddistinctgeographicaldifferencethroughoutthestate.
39 understandingofthestrengths,barriers,capacityandneedsofbothurbanandruralcommunities,aswellasthe
organizationsandartiststhatcomposetheartsandcultureecosystem
40 RelationshipswithK-12Schools
41 Clearly,theabilitytomanageUPWARD- totheEconomicDevelopmentagencyandtothe2Boardsheorshe
reportsto.NotsurethepublicbenefitsfromthatexceptthatagoodEDotherwisecankeeptheirjobifthey
effectivelymanageupward.lt'spoliticsinaveryrealisticway....

Also,heorshemustbeagreatfundraiser-majorgiftsandplannedgifts,andbeabletoidentify,leadandsupport
keyvolunteerswhoaremajordonorsthemselvestoraisefundswiththeirpeers.

Mustbeabletobuildacompellingrationale(acase)forbuildingtheendowmentatall.
42 Bigpicturethinkerandconnector--abletoengageacrosssectors(private-public-nonprofit)toincludetheartswithin
regionalandstatewidevisioningandcommunitydevelopmentinitiatives
43 Certainly,ademonstratedpassionfortheartsiscritical.lt'seasytotalkaboutthemechanicsinthesesortsof
positionsbutattheendofthedaythedirectorneedstobeatruebelieverwhocanexpresstheenthusiasmand
intelligencesothatotherswillfollow.
44 Approachable,andpatient
45 Well,lthinkitwouldbegoodtomakecleartothecandidatewhatstepstheirsupervisorshavetogothroughtofire
them.
46 ThenewExecutiveDirectoroughttohaverootsinOregonandanunderstandingoftheOregonway.
47 lwouldliketoseeadirectorwhogetsoutofthenarrowPortland/Salemcorridorandgetstoknowmoreaboutthe
restofthestate.lbelievethereisaneedalsoforbroaderrepresentationonbothboards(theOACandOCT).
48 Tangible-handsonexperienceinOREGON.Arealunderstandingofthesuccessesandfailureshereoverthelast
15-20years.
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49 AbilitytoworkOCAandOCToutofthemesscreatedbyChrisD'Arcy'sfiring.Rebuildstakeholderconfidence,and
providerespectfulandproductiveleadershiptostaffandboard,whererelationshipshavebeenseriouslydamaged.
BuildontheworkforwhichChrisreceivednationalrecognition,withoutrelivingthepast.

Thiswillrequireabilitytobuildandmaintaintrust;strongcommunicationskills;abilitytoworkthroughconflict;
resilienceandenergy.
50 Someonewithapersonalartisticpractice
Acreativerisk-taker
Someonewhobelievesinandisabletofighttopreservepublicsupportforthearts
SomeonewhobelievesthatarthasvaluebeyonditscontributiontoOregon'seconomy
ExperienceworkingwithinOregon'sartisticandculturallandscape
UnderstandingofregionalissuesandculturesinOregon
Charisma
51 Commitmenttocontemporaryartspracticesandanabilitytomovethethinkingofthestateatlargeintothe21st
century.
52 ltseemsanessentialskillistobeabletobeadeeplistenerandquestioner.lthelpsifyou'retall.lsaythiswithsome
altitude.At5'10"lwasexpectedtowanttobealeaderandknowhowtodoit.lwasoftenchosenbecauseofmy
height,lbelieve.Andsollearnedhowtobeabossbysecondgradeandaleaderby5thgrade.ltwasonlywhenwe
hitjuniorhighschoolthattheboysseemedtotakeovertheleadershipforeverythingbutcheerleading.lbecamethe
tallestcheerleaderandwasimportantinthesquadbecauselunderstoodfootballandbaseball,playedbasketball,
ransprintsandrelaysonthetrackteam.

Youcanbeashort/shorterperson,butbepreparedtostandonthebarorkeepstandingupinthebackofatruckas
it'smoving.l'mnotkiddinghere.
53 lmportantthatthepersonunderstanddiversityandequityissuesinOregon......
54 TheindividualneedseitherexperiencewiththemoreruralareasofOregonorawillingnesstolearnaboutrural
Oregonandformproductiverelationshipswithculturalandartsgroupsintheseareas.
55 Anabilitytogatherinformationandeducatethemselvesandothersonthetrendingarttastesfortheregion.This
personMUSTbeabletobeflexibletotheARTTASTESOFTHEREGlONandbeabletoreflectpublicartprojectsto
fulfillthosetasteswhilekeepingthepublicartpertinentduringslifeinpublicspaces.
56 Thisisamanagementpositionandassuchthisrequiresanabilitytocoordinateateamnotdictateanagenda.The
broadertheperspectivethebetterespeciallywhentryingtocoordinatetheeffortsofaverymultifacetedgroupand
connectwithotherpartieswhichseemoutsideofthisarena.Effectivecommunicationskillsandpersonablity,the
abilitytobepersonable,arekey.Culturalentitiesareoftenviewedaselitistandsuchaperspectiveisdamagingto
allinthelongrun.
57 no
58 TheArtsCommissionhasaverylowprofileamongartistsandorganizations,nottomentionthegeneralpublic.l
believethatitshouldincreaseitsvisibilitythroughinitiativesinareasotherthanfunding,toincreasecommunication
withintheartscommunityandrecognitionoutsidethatcommunity.Anawarenessoftheissueandinnovativeideas
foraddressingitwouldthereforebedesirableinacandidate.
59 lwouldgreatlyappreciateitifournextExecutiveDirectorhadthebrillianceofvisiontobeabletorecognizetheartof
thefuture,inordertolendsupporttothecutting-edgeartistswhoneedthemosthelp.
60 Familiaritywiththevariedculturesofartsorganizations,i.e.,theballetisnotlikethesymphonyisnotliketheoperais
notlikethemuseum.Eachhasitsowndistinctdynamicsandnuances.Apersonwhohasworkedin,orbetteryet,
runavarietyoforganizationswouldbeideal.
61 TheOregonArtsEDshouldhaveapassionforandknowledgeof(orinterestinincreasingtheirknowledgeof)the
artslandscapeinOregon.Thisknowledgeandpassionshouldbereadilyevidentineveryinteraction.TheEDshould
alsobesomeonewhoisextremelyprofessionalandprofoundlygenuineasahumanbeing.Stakeholdersneedtobe
abletobelieveinthem.
62 Outoftheboxthinking!
63 N/A
64 Beingabletoworkwithandmentoremployeestodotheirbest,beavailableforopinionswhenaskedandhelpstaff
resolvedifferencesamicably.Beingpolitewithstaff,treatingthemwithrespect.
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65 TheEDshouldbefromOregon,period,eitheroriginally(raisedhere,eitherstayedorleftorsomecombination
thereof)orlivinghere,activeinthearts,forthelast10+years.Wehaveahugebraintrusthere,thousandsof
educatedpeopleworkingforfarlowersalariesandprestigelevelsthantheydeserve,oftenfornonprofits,asadjunct
facultyinthearts,andthelike.Let'semploythematourstate'smostimportantartsandcultureorganization.Bringin
somehotshotfromLAorploddingadministratorfromNorthDakotawhodoesn'tknowus--andwhomwedon'tknow
--andyourcommunityisgoingtobeunhappy.(Seealso:OregonHumanities)
66 Becausemanyofourfinestartistsarewhollyfocusedontheirwork,totheextentevenofneglectingto"developa
platform,"to"network,"ortoeffectivelymarketthemselves,tomymindanidealA&CTExecDirectorwillhavethe
inclinationandabilitytoactivelyintegratehim-orherselfintotheartscommunity,totheextentofevenseekingout
thoseartistsandorganizationsstillmostly"under-the-radar,"butforwhomassistancewouldbeindispensable.
67 TheexecutivedirectorshouldbethefaceofOregon'sculturallife.Everyculturalstakeholdershouldknowwhothe
executivedirectorisandshouldfeelapersonalconnectiontothesuccessofthispersonintheirposition.Theperson
shouldbeabletosuccessfullypublicadvocateforcultureinOregonandnotgetboggeddowninadministrative
detailsofrunningthedailylifeoftheCulturalTrustoffice.Asmentionedbelow,anequalamountoftimeshouldbe
devotedtoculturaladvocacyandsupportinruralcommunities.
68 Astrongmoralcompassandboundlessenergyandcuriosityregardinglocalartactivity.
69 Manyseasonedbureaucratsappeartobegoodatvagueideasof"leadership",butinfacthavenocompetency
workingwith,orabilitytocultivaterespectfrom,creativethinkersandmakers.Findsomeonewhoisactuallyproven
tobeinvestedinthearts,withaprovenrecordofadvocatingontheirbehalf,notsomeonewhoissupposedlygoodat
"strategicplanning".
70 Willingnesstolearnandencouragestafftolearn.

Stronginterestinruralareas'culturedevelopment/enhancement,evenwhenurbanareasgeneratemoreevents,
programsandrevenue.
71 KnowledgeoftheartistsinallgenreslivingandworkinginOregon-- notjustotherartsadministrators.Genuine
interestintheartsscenebothregionallyandnationally.Personalparticipant,eitherasaudiencemember/consumer
ofart,orasapracticingartist,inartseventsinthearea.Abeliefinhighstandardsandexcellenceonthepartof
beginningandexperiencedartistswhomaybenefitfromtheArtsCommission.Whilediversityamongartistsand
regionsisextremelyimportant,itshouldnottrumprecognizedskillsandachievements.
72 Leadershipinensuringregionalartsgroupsreachouttodiverseartsgroupsperhapsnotalreadyconnectedtothem.
73 Onecharacteristicwhichlbelieveisimportant,istobeopen-mindedabouttheverydefinitionofartandtoremember
thatitisnother/hisjobtocritiqueartbuttoencourageart,whethertheypersonallyaredrawntotheartornot.

ReachingresidentswhodonotresideinthePortlandMetroareaisimportantaswell;asanewcomertothestate,l
wassomewhatshockedtodiscovertheEastvs.Westmentality.lnmyopinion,residentsintheEasternpartofthe
statedonotbelievethattheOAChasadesiretohelporrepresentthem.lhaveheardcommentssuchas"theyare
rude,""theylookdownonus,""theywon'tfundus,"...thattypeofthing,whichisunfortunate.
74 Drivetomovebeyondtheestablished"bestpractices"ofthepastinordertosupportandencourage"nextpractices"
forthefuture(e.g.,awayfromGOStowardincentivesforadaptivechange).

Willingnesstotakeonfeelingsofentitlementamonggrantees,andamongtheirsupportersandadvocates.

Abilitytotakeboldbutstrategicrisksininvestment,andtomakechoicesratherthansimplyspreadfundingaround
sothinlyitachievesnothing.

Tenaciouscommitmenttomovingawayfromthe"quantifiedresults"maniaofthesectortowardamore
contemporaryandprogressivefocuson"qualitativeresponses"andimpacts.Devoteeofdevelopmentalevaluation.
75 Needstore-formulategrantpolicies.Toomanyorganizational-basedgrants,notenoughgrantsforindividualartists.
76 knowledgeofchallengesfacingrural,isolatedcommunities

importanceofequityinartsandculturalopportunities

flexibilitytoworkwithsmallandemergingartsorganizations

importanceofartseducationatalllevels
77 abilitytoleadateamofdedicatedemployeesanddelegateresponsibilities.
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78 Perhapstheabilitytoreadgrowingdissatisfactionamongboardmembersandaddressthesimmeringproblems.
79 Asophisticatedunderstandingofcontemporaryartbeyondtheregion.
80 Abilitytofocusontheobjectivesanddeliverables,andtocreativelyapproachhowthosedeliverablesandobjectives
areachieved.Stopacceptingthecurrentsituationasthenorm,anddemonstrateleadership.Stoprelyinguponthe
few,expensiveprimaryartsorganizationsandreallyfocusonhowtogetthemostbenefitfromthefundingavailable.
81 No,lthinkyou'dbemorethanluckytofindsomeonewithexpertiseinthelistedqualifications.
82 Abilitytoencourageindividualartistsandorganizationstocontinueprovidingtheirindividualcommunitieswitharts
exposure.

Rebuildandfinanciallysupportregionalartscouncilswiththegoalofprovidingschoolswithartistinresidence
programs.
83 Apassionfortheartsiscrucial.
84 lwillsaythereisanoverabundanceof'diversestakeholder'languageinyoursurveywhichleadsmetobe
concernedthatthispositionhasbecomeover-politicized...Orhamstrung.Bothunfortunateinmymind.Artisnot
aboutcomplacency.
85 lntermsofdiversity,lthinkthispersonneedstobeawareofthewayinwhichcurrentdefinitionsofdiversityleaveout
manypeople.Thepersonneedstohavedirectavenuesorplansforbuildingavenuesintothemarginalizedand
otheredcommunitiesthataretypicallynotconsideredpartofdiversity:thedisabilitycommunityisthemainonel'm
thinkingof.Weareregularlyleftoutofthearts,notencouragedtopursuearts(unlessit'stherapy),notgiven
adequate,equitabletrainingandperformingopportunities.Thereareothercommunitiestoo,butthisistheoneto
whichlbelong.AndthenextE.D.needstobeawarethatpoliciesandprogramsthatdonotdirectlyinviteusinare
perpetuatingoursilencingandexclusion.Wehavearichcultureandheritagelikeanyothergrouptypicallythought
ofasdiverse.
86 No.
87 Theabilitytocarryoutinacompletelydynamicandeffectivemanner,#3below.
88 Highlyimportanttheindividualpossessavastknowledgeoftheartshistoricallyaswellascurrentregionalto
international

Artsissues,movementsandemergingconcepts.

ThenextA&CTEDmusthaveanempathy,connectiontoandvisiblesupportofmakersandcreatorswhile
upholdingthehigheststandardsofartisticpractices.
89 Sorry,Butartsorganizationshaveneverbeentoldwhypreviousdirectorwasfired.
90 Reputationforcuriosityandopennesswhenitcomestoartformsandartists.
91 Thecandidates'spotentialtoconnectbusinesses,schools,politicians&therestofustoart&culture;tothe
importanceofart&culturetoasuccessfulState.Thisprobablytakesamixtureofevangelism,eloquence,practicality
andlikeability.The"artisimportant"messagecansoeasilybecomestridentandelitist.So,pleaselookforsomeone
withacommontouch.

lwouldaskyouyoutostress"potential,"becauseifyouchoosethebestCVyoumightgetsomeonewiththeirbest
workbehindthem.My2centswouldbelookforenergy,passionandenthusiasm,atleastco-equalwithexperience.
92 Empathy.Positionssuchasthiscanleadtoblindspotsforthoseorganizationsand"littlepeople"whodonothave
thejuicethatcanaffectArtsPolicyorleadtoLargeDonationsorengageWealthyPowerfulDonorsAndPolitically
Connected.Theloftydisconnectthatisalltoocommonwithsomeleaderscanbealienatinganddriveanenormous
wedgebetweencommonartistsandthosewhoseektolead.
93 Demonstratedadvocacyofthearts.
94 no
95 lthinktheyneedtohaveaknowledgeofthelocalartsceneinOregonandit'simportanttopicksomeonefrom
Oregon.Nooutsiderecruitment.
96 Exceptionalpublicfaceofanorganization.Dynamicspeaker.Strongcommunicator.Afreshface,someonenotofthe
oldguardbutofthenew.
97 TheabilitytoraisetheperceptionoftheArtsasavaluablecommodityinourcommunities:helppositiontheArtsin
themindsofourbusinessleadersaspartnersinworthyendeavors,providingstrongeconomicopportunities.
98 Wellknown,respectedincommunity.
99 Charismaticleaderwithinnovativeideaswhoinspirespublicsupportofartsandcultureinitiatives.
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100 SomesenseofOregonsharedvaluesandcommunity.
101 AbilitytonavigatethepoliticalrealitiesofSalembutalsotounderstandandrelatetoneedsofbothlargerurban
areasandsmallcommunitiesacrossthestate.
102 Foremphasis:firsthandexpereiencerunningasmallartsorginacommunitywithlowfunding,likeOregon.Most
orgsaresmallhere.
103 Opennesstoideasthatcrosstraditionalartisticandculturalboundaries.
104 Abilitytoadviseandcounselartsorganizations ofvarioussizes

Familiaritywithsuburbanaandruralartsneedsandaccessissues

Understandingoftheconnectionsbetweenarts,heritageandhumanities
105 Theabilitytoarticulatethevalueofartsandcultureinavibranteconomyandcommunity.Oregonisanational
destination,drawingnewresidentsonanincreasingbasisforourculturalandecologicalassets-itstimetoharness
thisperiodofgrowthandtranslatethisintorenewedfundingforinnovativearts,culture,andheritage
programs/projects.
106 Willingnesstoconsidernewdirectionsandpossibilities.Noteverythingwillhaveaproventrackrecord.
107 CloneChrisD'Arcyandherskillset.
108 Mostofthecharacteristicsinquestion#1dealwithimportantbutfundamentallygenericexecutiveandadministrative
skills.lwouldliketoseemoreemphasisondeepknowledgeofoneormorespecificartforms,andevidenceofa
strongpointofviewaboutthoseartforms.
109 Awarenessandsensitivitytothestateasawhole.Thoseofuswhodon'tliveinthemetroareasometimesfeelleft
out.
110 ThispersonmustbeabletobuildeffectiverelationshipswithkeystaffandelectedofficialsamongOregonexecutive
andlegislativeleadership.
111 AwarenessofandadvocacyforthecreationofnewworksbyOregonartists,andemphasisonmakingOregonarts
accessibletoall,especiallythosewithlowincomes.
112 Mustbeagoodlistenerandbewillingtoletpartnershavemoreautonomy.
113 Experienceinworkingwithelectedofficials
114 AgoodExecutiveDirectorwouldhavethesocialskillstoworkeasilywithartpatrons,statelegislatorsandarts
administratorsatnationallyprominentmuseumsandfundingorganizations(CulturewithacapitalC),whilealso
understandingtherollofsmall,ruralartsorganizationsinhelpingtoinjectindividualfamilycultureswithaloveofthe
arts.S/hemustunderstandhowaloveoftheartscanbeamajorpartofourculturalidentityasOregonians.
115 Understandingthecomplexitiesofworkinginstategovernment
116 Anentrepreneurialspiritinadditiontostrongleadershipskillsforthegrowthandimpactoftheorganizationgoing
forward.
117 Acommitmenttosupportingtheartsinruralcommunitiesandawillingnesstoprioritizeoutreachtoareasoutsideof
theWillametteValley.
118 Workingwithandrespondingtoboardmembersiscritical.
119 lbelievetheArtsCommissionmadeahugemistakewhenfiringChrisD'arcy.Thereputationofyourorganization
hasdroppedconsiderablyandhiringherbackwouldbethesmartestmove!
120 Collaborativemanagementstyleandopencommunication.

Abilitytoraisemoney.
121 Thenextdirectorshouldhaveanawarenessandappreciationfortheneeds/wantsoftheareaoutsidePortlandand
theWillametteValley.Withinthisscopeawillingnesstotraveltothoseruralareastoshowapresenceandhear
feedbackfromthoseconstituencies.Aswell,asignificantawarenessoftheactivities/residenciessupportedbyAlE.
122 Abilitytopromotetheimportanceofartandculturetothegeneralpublic;commitmenttoexpandingaccesstoartsto
childrenandunderservedpopulations
123 MarketingskillssothatnotonlystakeholdersbutthepeopleofOregonunderstandtheimportanceandmissionofthe
ArtsCommissionandCulturalTrust.

Outstandingmanagerialskills.Heorshedoesn'tnecessarilyneedtoknowhowtodoeverything,butneedstobe
abletomanagethestafftogetitdone.
124 ltmayhavealreadybeenmentioned,butrecognizingthechallengesinherentinworkingwithmultiplediverse
communitiesandhelpingasaresourceprovidingguidanceandcreativeandsupportivewaysforartsandculture
organizationstothrivewithinourdiversecommunities.
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125 AnabilitytoseebeyondPortland.Aninclusiveattitudetowardsthesmallerruralandfarflungcommunitiesof
Oregon.
126 Apersonwhoisabletolearnandadaptquickly--withoutsimplyconforming--mightbemoreimportantthanmostof
thepreviousitems.Additionally,theabilitytolistenwellanddeeplydigestandanalyzewhatisheardaspartof
leadingiscritical.Self-reflection,theabilitytoadmitandcorrectmistakes.Personalmaturitywhichincludesthe
abilitytoseeclearlytheroleoneistakingonandthepossibledurationofthatrole;thereisnothingmoreempowering
thanaleaderwhoaccomplishesthejobtheycando,cametodo,thenstepsasideforthenextleadertocome
through.Theabilitytobuildagreatteamwithtrustanddelegation.
127 no
128 Avisionarycharismaticleaderthatisabletobringallofthestakeholderstothetable.Developartsandbusiness
partnershipstheleadtoharnessingthecreativeworkforce.
129 long-timeresidencyinOregonisnecessarytoenablebestcontextfordecision-making;historicalperspectiveis
criticaltounderstandingtheecosystemoftheartsandartsfundinginOregon
130 Abilitytoprioritizecriticalissuesfacingdevelopmentandgrowthoftheartsinthestateandutilizestaffandkey
stakeholderstoactonthoseissues.
131 ltiscriticalthatthenextexecutivedirectorhavetheabilitytoworkwellwiththeirstaffaswellasmembersofthearts
community.Theabilitytomanagewithoutmicromanagingisnecessary.lwouldalsoadvocateforsomeonewho
seespotentialinallthingsandcommunicatesfreelyandwithtransparency.Thispersonshouldworkwiththeirvaried
teamsinawaythatallowsallparticipantstosharetheirviewsandtoseetheirideascometofruition,notjustthoseof
thedirector.
132 Strongnationalandinternationaltiestotheartcommunity.Agroundingintheartsandanhonestpassionforthem.
133 Familiaritywithandabilitytonavigatebroadrangeofartspractices,communities,andtraditionsinthestate.
134 lthinktheOregonArtsCommissionandCulturalTrustneedstopubliclystatewhytheyfiredexecutivedirector,
ChristineD'arcyaftersheserved19years.MyunderstandingofhowChristinewastreatedwithnoseverance
package,warningofthiscoming,oranyexplanationisunfairtoherandtheOregoncommunity.
135 Culturalcompetency.lt'stimeourleadershipreflectedmoreethnicdiversity,nottokenismbutabig-citysensibility.
lt'stime.
136 AbletoconnecttheimportanceofarteducationforallKindergartenthrough12thgradestudentsthroughoutOregon.
137 Mustbeabletoseethevalueofsmallstart-upculturalprogramsinout-of-the-waycornersofthestatewhilebeing
lobbiedbythelargealreadysuccessfullargeorganizationsinthepopulationcentersofthestate.

Mustbewillingtotravelthestateexperiencingtheculturalrichnessofitallonaregularbasis.

Mustbewillongto"rolluphis/hersleevesandjumpintothenottoocomfortabletrenchesofstrugglinginitiatives
aroundthestate.

Musbeabletocutthroughthebeaurocracyandsimplifyalltheprocessesofthetrustwheneverpossible.
138 no.
139 Flexibility,andtheabilitytorespondquicklytochange.
140 ThispersonshouldhavepersonalexperienceasaMAKERofart.
141 Backgroundandexperiencewithhistoricpreservation.
142 Anunderstandingoftheroleofpublicart,it'sabilitytoupliftthevibrancyofneighborhoodsandalltheirinhabitants
andit'splaceintheeconomicdevelopmentofaregion.Anunderstandingoftherolesofartineducation,
psychotherapy,andindustry.Anunderstandingofthedifferencesbetweenartandcultureinruralandurban
environments.Aunderstandingoftheroleofartandartistsinourindigenouscultures.
143 RelationshipswithStateandlocalgovernmentculturalgroups
144 WhilesupportingaccessibilitytoartisticexperiencetoallOregoniansisanimportantgoal,communitybuildingetc.,l
believeit'simportanttonotlosesightofsupportingqualityalongwithquantity.Tohaveadirectorwhoisunfamiliar
withqualityinthearts,orhasresonancewithonlysomeoftheartscanleadtodumbingdowninsupportofthose
areas,musicinparticular.
145 Beacommunitybuilder,inclusiveofothernon-profitsandadiversepopulation
146 Tobeinnovativeandcreativeaspossibleinallaspectsofthejob.
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147 Strongappreciationandpassionforthearts

Abilitytobuildcoalitions

Abilitytolooklongtermattheneedsoftheartsandculturecommunity

Abilitytoarticulatethevalueandimpactofartsandculture
148 Theabilitytobeflexible

Agoodlistener

Leavetheegoatthedoor
149 TheDirectorshouldhavemorethanapassingknowledgeofalltheartsinvolved.
150 WeneedavisionarywhocantaketheOregonCulturalTrusttoitsdesiredstate,whichmayrequireittobeaquasi
public/nonprofitinstitutionliketheOregonCommunityFoundation.
151 AbilitytolistentotherangeofneedsandissuesaroundthestatethatmayormaynotrepresentthoseinPortland
andimplementcreativeresponses.ltistheOREGONAC,afterall.
152 WorkingknowledgeofOregon-asastate;it'svariousgeographicregions,variousculturesandvariouseconomic
bases.Don'thiresomefromacrossthecountrybecausethey'wanttoexperienceOregon'.They'vemostlikelybeen
watching"Portlandia"andthinkthatrepresentsthewholeculturalsumofOregon.
153 TheEDshouldbeascomfortable(andaccepted)inruraloreasternOregonasinthePortlandArtMuseumboard
room."Comfort"isessentialonbothsidesofthedialogue:theEDmustnotcomeoffwithnon-artconstituenciesina
superiororconciliatorymanner;and,shouldbeabletowalkthroughacattlefeedlotoraNatureConservancygroup
withequalease.
154 DeepunderstandingoftheOregonartsscene-- andthedifferingchallengesfacingartistsandorganizationsinrural
versusurbancentersofthestate.lthinktheOREGONknowledgeisveryimportantand,wereldoingthesearching,
wouldplaceahighpriorityonin-statecandidatesforthatreason.
155 AvisionfortheadvancementofcontemporarypracticesinOregon.
156 interestinlocalartscene
157 Re-builddamagedtrustininstitutionfromthewayformerdirector'sfiringwashandled.
158 Abilitytocommunicateinclearlanguage,without resortingtounnecessarilyconvolutedjargon.
159 ThedecisiontofireaneffectiveandwellrespectedExecutiveDirectorwithoutdueprocess,withouttheinputofthe
entireboardwasinexcusable.HowonEarthcanwetrustOCTtohireanewExecutiveDirectoriftheycouldnotsee
thesequalitiesinonewhoalreadyhadthem?
160 Toputtheartistfirstintheequation.
161 AwarenessofhowracismhasimpactedtheartsinOregon.
162 can'tbemotivatedbytheirownagenda
163 Shouldbeanartistthemselves--andhaveatleastaregionalornationalreputation.
164 Abilityanddesiretoworkcollaborativelyandformpartnerships.Welldevelopedinterpersonalcommunicationskills.
165 KnowledgeofalltheregionswithinthestateofOregon.Understandingtheneedsofbothsmallandlargeinstitutions.
166 willingtotraveltheentirestate
167 no
168 ExperienceanddesiretoexpandOregon'scontemporaryvisualartsintotheNorthwestandbeyond.
169 Abilitytoclearlydefineandpresentthesimilaritiesanddifferencesinthetwoorganizationsheadedbytheposition
(OACandOCT).
170 Tobeaccessibletostakeholdersandtransparentwithalldecisions.
171 TobewelleducatedandhavelivedontheWestCoastforatleastpartoftheirlife.
172 Verybigpicturethinking-doalltheseentitiesbelongtogetheradministratively?Whileasmuchmoneyaspossible
shouldgodirectlytohistoricpreservationandtheartsasopposedtoadministration,alookneedstobetakentosee
ifeverythingthatiscurrentlylinkedshouldcontinuetobelinked.AnewExecutiveDirectorwouldneedtohavea
flexibleenoughegotoletgoofpartandnotfeelprofessionallydiminishedorpunished.
173 Theabilitytostandupagainst,andeducate,thosewhofailtounderstandtheimportanceofartandcultureinour
stateandsocietyatlarge.
174 Broadexperienceinthearts,notjustclassicalortraditionalfinearts.Someonewhoiscomfortablewithdiverseart
forms,newandemerging.
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175 Knowledgeaboutlocalartists.Tryingtogivegrantstoresidentartistsoveroutsiders.
176 EnthusiasmfortheartsthroughoutOregon!Andthatmeansthroughouttheentirestate,notjustinPortland.

Thatenthusiasmshouldbeevidentbyavisiblepresenceinthecommunity-goingtoevents,exhibitions,
performances,etc.
177 Politicalacumenandexperiencewithgovernmentandpolitics.Toleranceforambiguity.Extremepatienceand
persistence.Diplomacy.
178 ExperiencewithgrowingthebusinessofartinOregon.
179 Understandingofthelegislativeprocess.

Abilitytobuildstrategicallianceswithorganizationsandindividuals
180 Whenworkingwithcontractors,suchaswriters,besuretocommunicate.lftheexecutivedirectorisoverwhelmed
withother,moreimportanttasks,thenitisa-okaytosendandemailstatingthathe/sheistoobusyatthemoment.
181 Provensuccessinanabilitytocreatesuccessfulrelationshipswithindividualandcorporatedonors.
182 Superbpoliticalsavvy
183 Abletonavigatethebureaucracyofstateagenciesandthelegislature.Thisisapoliticaljob.Thepersonisalso
goingtohavetobeeitherbraveenoughorfoolishenoughtotakeonapositionthatismanagedbyineptstate
managersandaveryweakboard.Thisdirectorwillalsohavetorebuildconfidenceintheinstitution.Donorswillgive
youapassforayearwitharockytransition,butifOCTandOACdoesn'tmanagetofindastellarcandidatetorun
theorganization,OACwillwhither.
184 lbelievethispersonmustpassionatelylovethearts.Justbeinganumberscruncherdoesn'ttakeintoaccountthe
needforartsinourcommunity.TheartsMUSTbesupportedbysomeonewhotreasuresthem.
185 Experienceinpublicadvocacyfortheartsonastate,regionalorlocallevel,includingexperienceworkingwithhigh-
levelelectedofficials.
186 MustbeaplayerwhounderstandstheStateofOregonsdiversecommunitiesandrepresentstheirneedsfromone
bordertoanother.Cannotbemoreinterestedinmetropolitanareasandleavetheruralcommunitiestofendfor
themselves.
187 No.
188 SupportbyOregonartistsforappointment
189 Theabilitytoproduceandexecutelong-rangeplansforthefutureoftheArtsCommission.AsanExecutiveDirector
lwouldexpectstafftoexecutecurrentprogramsandtheDirectortohaveresponsibility-althoughcollaboratively-to
formandguidefutureyearplanning.

Theabilitytoformproductiveteams,setboundaries,andunderstandthedifferencebetweenauthorityand
responsibility.(Soundssimple,butisincreasinglyabsentfrommanagementskills)
190 Notthatlknowof.
191 Handsonknowledge,andrealpassionfor,whatisgoingonatartsorganizationsthroughoutthestateofOregon,
northandsouth,eastandwest.Lovestheartsandattendsasmanyperformances,exhibits,etcastimeallows.Not
becausehe/shehasto,butbecausehe/shewantsto.
192 AnindepthknowledgeofthedifferencesinurbanandruralOregoncommunities/coalitions.Veryrealknowledge
andexperienceingrantwritinginordertopassthatinformationalongtootherswhoareworkingongettinggrant
moneyforprojects.
193 Awillingnesstoknowandattendeventsofsmalleranddiverseorganizations.Anopenness.someonewhoseems
tocareaboutartistsandartsorganizationswhodon'thavetheaccesstomoneyandpower.
194 Aclearunderstandingofandcommitmenttothecrisisofartsinschools,especiallyelementaryschools.Local
commitmentandvalues.
195 Excellentlisteningandcommunicationskills.Apersonwhovaluescollaborative,inclusivecommunication.

Astaffleaderwhoempowersseniorstaff.Apersonwhosetshighexpectationsbutalsoreleasesresponsibilitytothe
team,iscollaborativeinternallyaswellasexternally,andwhosetsexpectationsforopencommunicationanda
serviceandstewardshipmentalitywithintheOregonArtsCommission.
196 ArealisticpersonwhocaninspirecollectivevisionforOregonartandculture.
197 Adaptabletochangingenvironments

Abilitytoleadanorganizationthroughchange
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198 Thisleadershouldhavediversebackgroundandexperience,notjustinartsadministration
199 Thedirectorshouldbeanoutstandingmanagerwiththeabilitytodelegateeffectivelyandtobringoutthestrengths
ofstafftosupportthemissionandgoalsoftheCommissionandTrust.Allowingstafftodotheirworkwithinthe
contextofwelldefinedgoals,responsibilitiesandbenchmarksthestaffshouldbeallowedtodotheirjobs.lnturn,the
DirectorcanbefreeduptoworkeffectivelywiththeBoard,Commission,legislature,andconstituentstostrengthen
theroleofartsandcultureinOregon.
200 Politicalsavvy
201 Politicalacumen.Navigatingbetweenbickeringartsorganizations,aboardwithanagendaandstatepoliticsrequires
someonewithagreatdealofpoliticalsavvytobesuccessful.
202 PriorexperienceworkingwithNPO

Comeswithnetworkingexperiencethatcouldbringcontactstothisjob

Priorexperienceworkingwithartsfundingandgrantawardrecipientsandtheirprojectoutcomes

Abilitytounderstanddatabaseinformationenoughtobeabletocreatereportsfromit
203 ltwouldhelptorememberthegeographyofthestateandthatboundariesdonotendatSalemorMedford.
204 Abilitytoraisemoney,developavisionandlead.
205 Youmaynotethatlratedeverysinglethingonthefirstquestionas"Verylmportant."Really,you'relookingfor
strongleadershipandindividualwhohas--atleasttosomedegree--allofthecharacteristics,skills,andexperiences
you'velisted.lsupposelcouldhaveshownsomenuancebetween"lmportant"and"Verylmportant"butfiguredthat
wouldonlyaddaninsignificantstatisticalvariance.

Thechallengeinfillingthispositionistheneedtobalancetwothings:(1)Theneedforsomeonewhoisaninspiring
visionary;and(2)Theneedforsomeonewhoisadeptatmanagingabureaucracy.Whilel'dlovetoseesomeone
whocanarticulateaboldvisionfortheartsinOregon,l'dworryaboutthepositionfilledbyastrongpersonalitywho
runsroughshodovereveryone,orwhoisincapableofmanagingthefundamentaladministrativedutiesrequired.
Nobodywantstobeabureaucrat,butabigpartofthejobisjustthat:runningagrantprogramthatisfairand
efficient;ensuringthatcommunicationtoexternalconstituenciesisclearandtimely;collectingdataand
disseminatinginformationandanalysis;keepingtwoboardsengaged,productive,andhappy;keepingthe
purchasingdepartmentortheH.R.department,orthelTdepartmentfrompullingtheirhairout.Bigvisionariesaren't
alwaysgoodmanagers,andviceversa.

Pleasedon'toverlookthepersonalcharacteristics--i.e.,don'tbedazzledbysomeonewhohasalotofflashy
accomplishmentsontheirresume,butwhoisaterriblemanager(andaterribleperson).Becarefultohiresomeone
whoisagoodmanagerofinternalmatters--i.e.,someonewhoensuresthattheinternalcultureofOCTandOAC
engendersthebestperformanceofthestaffwhoareactuallydoingtheworkinthefield.Lookforsomeonewhose
peersandcolleaguesgenuinelylikeandrespectthem,notsomeonewhohasanadmirablelistoffeats,butleaves
peoplesaying,"She(orhe)surehasaccomplishedalot,butwhatapainintheass!"
206 DemonstratedunderstandingofOregon'sarts,cultural,andfundinglandscape.Equalappreciationofcontemporary
andtraditionalarts,culture,andheritage.Contactsandrelationshipswithlocalcommunities.Concernfortheneeds
ofrural,suburban,andurbanpopulationsacrossthestate.Opennesstolookingatotherstateartcouncilsand
commissionsformodelprograms,frameworks,andstructures.EmbracingofOregon'sincreasinglyculturaldiverse
demographic.
207 BeawareofruralneedsinOR.OR
208 Befamiliarwiththedifferentculturalclimatesandcharacteristicsoftheeastern,highdeserthalfofthestatevs.the
western,morepopulatedhalf.
209 Listeningskillsshouldoutweighspeakingskills.Therearemanyopinionsinthisventureandonemoreisnot
necessarilyneeded,Aninterpreterwhocanlistentotheseopinionsandhelpcreateawin-winsituationforallwould
bebeneficialforsuccess.
210 lamreviewingthesurvey.
211 BROADunderstanding/apprecationofdiverseformsinwhichtrulyvibrant"arts&culture"occuraroundthestate.To
date,OCThasplacedtoomuchemphasisonconventionalclassical"arts"formsandfora,resultingin
disproportionatesupporttourbanareas
212 Politicallysavvy,abletoworkwithagenciesandthelegislaturetobuildsupportforartsandculture.

Abletobuildallianceswithotherstateorganizationswithsimilarmissions.

AbilityotincreasecorporatedonationstotheTrusttobuildtheendowment.
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213 Responsivenessandstrongmanagementskills.TheTrustmustsetcleargoalsandmeetthemtocontinuetohold
thepublictrust.
214 Beinclusive.lncludethesmallorganizationsinactivitiesandfunding,notjustthebigorganizations.
215 lthinkthepersonwhocomestothispositionshouldhaveahighprofileintheStateofOregon.Whilebeingastarin
thebigpicture(nation),thepersonstillhastonavigateOregonwaters.Therecentappointmentofanewheadofthe
OregonCommunityFoundationfromwithinOregon,withdeepOregonbackgroundandexperiencehasprovedtobe
extremelyhelpful.
216 Shouldbeanadvocateforartistsandtheirwell-beingandequitabletreatment,notjustforart.
217 Abilitytodelegate.lt'sahugejobandtheEDneedstosharetheloadandresponsibilitieswithablestaffmembers
andcommissioners/Boardmembers.
218 theleadershoulddemonstrateanabilitytoobserveandarticulategapsinthe"artsecology"inOregon,andrespond
withcreativityinregardstopolicyandadvocacytoaddressthosegaps.
219 Well-respectedandconnectedtodrawonpersonalcontactsasresourcesandbuildsupport
220 Listeningskillsandskillstocalmlyapproachconflictmanagement.
221 Experiencewithsmaller,grassrootsartsorganization.Understandingofwhattheneedsofindividual/smallgroup
artistsneed.
222 Skillandenthusiasmforadvocacy.Willingnesstotravelallaroundthestateandbecomepersonallyacquaintedwith
andknowledgeableabouttheartsorganizationsacrossthestate.Abletocutthroughjargontocommunicatewith
reason.lnsistentonhighstandards.
223 lbelievecertainintellectualandpersonalitycharacteristicsareessentialforsuccessinthisposition,e.g.warm,
compassionate,perceptiveandsubtle,forcefulbutcalm,quick-witted,respectful,senseofhumor,sociallyskillful,at
easeandcomfortablewithoneself.

Abreadthofexperienceinwhichleadershiphasbeengroundedandtestedinalsoessential.Thisisnotaposition
forsomeoneearlyintheircareer.
224 Aminorityfemale
225 Deepunderstandingandappreciationofart.
226 Anewexeccanlearnthenuancesoftheorganizationiftheyhaveanorganizationaladministrationbackground,
whichdoesn'thavetobeinthearts.ltisvitalthatanexecbeabletoworkwithvariousfactorsofacommunityto
achieveorganizationalgoals.Theymustbeabletorelatetoaboard,employeesandtoformstrongpartnershipswith
theartscommunity.Oneofthemostvitalqualitiesisfinancialunderstanding.Credibilityisutmost.
227 Theunderstandingandknowledgeof'grassroots'organizationswhoarerepresentingunder-represented
communitiesorverypoorcommunitiesthatneedthesupportoftheOACandOCT.

ThevalueofsupportoftheseorganizationsandnotonlythesupportoftheverywellknowgroupsinourState.
228 Theabilitytoworkwithverysmallartsorganizationstoensuretheyareequallyrepresentedinthegrantsprocess.
229 Haveapositiveandopenmind,apeoplepersonwithoutamassiveego.
230 Atrueunderstandingofthedifficultworkartistsandartsgroupsdo
231 AbilitytoworkwiththeexecutiveandlegislativebranchesofStategovernmentandwiththeNationalEndowmentin
Washington,D.C.OurRepresentativesandSenatorshavetoknowwhatishappeninglocallytomakethecasefor
Federalfunding.
232 SomeonewhoisfamiliarwiththeOregonartsecology.Someonewhowantstocontinueandexpandthegreatwork
thatOACandOCTdo,andnotundertakealongstrategicplanningprocessandreinventthewheel.
233 WhomeveryouselectshouldbeawareofandsupportiveofalltheaspectsofCulturethatarefundedundertheOCT,
notjusttheArts.
234 Theabilitytobeflexible,tostayawareofandresponsivetochangesinthearts- bothatapolicyleveland
grassrootslevel.Theabilitytobeagoodplannerandtoplanaheadandbeagoodstewardforthestateandits
culture,artsandheritage.
235 Experienceasartist.Althoughthepositionneedstobefilledbysomeonewithleadershipskillsandvision,please
don'thiresomebusinessschoolpersonwhodoesn'treallycareaboutthearts.
236 Thesuccessfulcandidateneedstobeaneffective"governmententrepreneur".Bythatlmeanhavetheabilityto
maximizeagencyeffectivenessbyfindingwaystoovercomethefrequentlimitationsofstategovernmenttoactually
getcreativethingsdoneforthegoodoftheagency.
237 lbelievetheArtsCommissiondirector,whilemaintainingsupervisorycontrol,needstobeabletoallowtheCultural
Trusttocreateitsownidentitywithoutfeelingthreatenedbyit.
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238 Abilitytoinspire-notmicromanage.Respectforandknowledgeofartsorganizationsandartists.
239 Tobetrulysuccessfulthispersonwillneedtodivideintwo.Thejobdescriptionisuntenableandimpossible.
240 Athickskin
241 Recognizingthatdiversityofanartslandscapemeansmanythings-- sizeoforganization,form,variationswithin
form,culturallyspecificarts--andthatallneednurturingandsupporttomeettheirneeds;theexperiencesoflarge
organizationsshouldnotdeterminethefundingandneedsofsmallerorganizations.
242 ThenextExecutiveDirectorshouldconsiderherselfachangeagent,andhertenurewilllikelybeashortone:So,
highenergy,willingnesstoruffleafewfeatherswhilemakingasmanystrategicalliancesaspossible,awillingnessto
pushtheenvelopofwhatpeoplethinkispossible.
243 theabilitytolisten,andtheabilitytogetoutofthebuilding,asitwere,tohearfeedback.
244 Documentedrecordofsuccessfuloutcomesinsimilarpositions.
245 Unifyingadiverseconstituencyofstakeholdersbehindacommonagendaandpriorities.

Makingthecaseforpublicsupportoftheartstodecisionmakerswhorepresentaverybroadrangeofvaluesand
politicalphilosophies.

DesigningaresearchagendatomeasurethepublicbenefitsproducedbytheArts&CulturalTrustagencies.

DesigningacommunicationsplantosupporttheArts&CulturalTruststrategicplans.
246 ExtremelyimportantthattheEDknowtheartsorganizationswellinthestate--developpersonalrelationshipswithas
manyaspossible--seetheirworkwheneverpossible.
247 Fullsupportofthestateagencythatsupervisesthepositionsoartistsandartsorganizationscantrustthatthefunds
willbespentonartsandculture.
248 Passionforthevalueofartsandcultureinoursocietyandabilitytoadvocateandarticulatethisvalueand
connectionstoeconomicdriversandbenefits.Experienceworkinginalargegeographicareawithurban/rural
constituencies.TheExecutiveDirectorneedstobearelationshipbuilder,employingstaffandboard(s)toexpand
relationshipsandsupportforartsandculturewithincommunities,schools,
249 Attentivetoregionalperformingartsorganizationsandtheabilitytolobbyforgreaterfinancialsupport.Aconnector
toideasandtheabilitytobringtogetherartsconstituentswiththelegislature.
250 Theymustbequalifiedtobethemostvisibleadvocatefortheartsintheentirestate,withimpressiveskillsof
persuasionandapassionforthesubject2ndtonone.Theymustbeabletobuildcoalitionsbetweenandamongarts
groupsandartiststoforwardpoliticalagendasthatwillleadtoexpandedartsfundingatthestateandlocallevels.
251 Whywouldn'tthemembersofthecommissionknowhowtomakeajobdescription?Whyisthissurveyneeded?
252 lthinkweneedahigh-energy,relentlesscommunicatorandcollaboratorwhoknowshowto"dowhatittakes"to
movetheneedleonartsandcultureinOregon.
253 lnterestinandunderstandingofOregonpolitics,includingtheurban-ruraldivideandtheroleofthetribes;thehistory
ofartsfundinginthestate;andbureaucraticconstraints.
254 Abroadpersonalculturalexperience.
255 lbelieveit'stremendouslyimportantforthenextDirectortohaveastrongbackgroundinthearts- ideallyasa
creator/practicioner,oratleastasalifelongpassionatesupporter.lnachoicebetweensomeonewithstrong
administrativequalificationsbutnoartsexperience,vs.someonemaybeyoungerorlessexperiencedintheadmin
areabutwhoknowstheartsworldfromtheinside,honestly,lwouldpickthelatter.Someonewithexperience
workinginbothurbanandruralartscommunitieswouldbehelpfultoo;lknowtheissueswefaceinPortlandarevery
differentfromwhatgoesoninAstoriaorTheDalles.

lthinkitwouldalsobeimportantforthenewDirectortohaveaclear(andclearlyARTlCULATED)visionforwhat
makestheCulturalTrustandtheArtsCommissionseparateentitieswithseparatemissions,budgetsandgrant
processes.Thisisanissuethatalotofpeopleontheartsorganizationendcontinuetofindunclearandalittle
arbitrary.lwouldloveaDirectorwhocouldnotjusthelpmeunderstandwhytheybothexistseparatelybutgetme
excitedabouthowtoengageinboththeirseparatevisions.

Ahighdegreeoffluencyinsocialmediaandcommunicationbestpracticeswouldalsobehelpfulinbolsteringthe
Director'sroleasakeyfigureintheartscommunitystatewide.lthinkthewaySamAdamsengagedwithhis
constituentsonTwitteristhegoldstandardforsocialmediainlocalgovernment.lwanttobeabletoaskquestions
onTwitterandFacebookandgetrealanswersfromapersonandnotamarketingstaffer,tohearfromtheDirector
whatarttheyareengagingin(whatshowsdidyouseethisweekend?Whatlocalauthor'sbook/localband'sCDsare
onyourshelves?Whatgalleryopeningshaveyoubeentolately?Areyoucontinuingtoengageintheevolvingwork
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ofOregonartists?),andtoengageinmeaningfuldialogue?Theperceptionthatgovernmentprocessesare
bureaucraticandobstructionistcanbeeffectivelycombatedbygreatertransparency,andsometimesthat'saseasy
asarobustsocialmediapresencewhereconstituentshavetheopportunitytogenuinelyengage.
256 Aleaderwhounderstandsthatcultivating"power"(definedinthetraditionway)maynotbethemostimportantpartof
thejob.Servingtheartsandculturecommunitybybeingacollaboratorandallyismoreimportantthan
demonstratinginfluenceandpower.Helpingtodevelopresourcesandcapacityinthesectoristhemostimportant
thing,notpersonalpowerorthecultivationofpowerthroughassociation.
257 lwouldcautionagainstoveremphasizingthefaults/weaknessesofthepreviousEDinyoursearchforreplacement.
TheEDshouldexcelatrunningthetoplevelpoliticalstrategyfortheCommissionandtheTrust.YourpreviousED
didthistothebettermentofthestate.

Additionally,thereisabalancebetweenmicro-management(acharacteristicofthepreviousED)andhandsoff
management...it'scalledgoodmanagementandhastimelycharacteristicsofboth.ThefactthatthepreviousED
wasunabletoscopecomfortably(orinatimelyfashion)betweenthesetwoextremesledtomanyoftheilleffectsof
hermanagementstyle.

Thisisgivenfromtheperspectiveofsomeonewhoknowstheorganizationwellfrominsideandout.
258 ltiscriticalthispersonunderstandtheon-goingoperationalneedsofsmalltomid-levelorganizations.Onemight
questiontheamountofworkittakestoapplyforfundingfromthesetwovenerable,dynamic,andwellthoughtof
organizationscomparedwiththemonetarygain.Theequationisoffkilter.

SpecificallywiththeCulturalTrust,onemustbeabletobalancetherequirementsforfundraisingandthe
responsibilityofbeingafundingpartnerwithamyriadofculturalorganizations.(Let'snotefortherecord,'culture'
maybeviewedasoneoftheslipperiestwordsintheEnglishlanguage.)

Ajobcandidateshouldvalueandstriveforcreativesolutionsandpartnershipsthatwouldresultinaspecificgrants
greaterimpact.OnemustalsobeclearabouttheneedeachandeveryculturalorganizationinOregonhasformore
operationalfunding.(Thatcannotbesaidenoughtimes.)
259 Awarenessofemergingtechnologies.
260 AdedicationtoSTATE-wideartsopportunities.
261 RespectforthestakeholdersbandedtogetherworkingtomakethebestTrustandCommissionpossible.
262 experiencejugglingcompetingprioritieswithinsufficienttimeandresources,conflictmediation
263 Opennessanddemonstratedexperiencefosteringuniqueandsometimesunlikelypartnershipsandalliancesthat
benefitbothparties.
264 Mustbeabletodelegateresponsibilitytotheirstaffandkeeptheireyeonthebigpicturewithoutgettingintheway.
265 Abilitytorepresentartsandcultureonanationalandinternationallevel

Abilitytoarticulatetoabroadrangeofdonorstheneedtosupportartsandcultureatahighlevel
266 Transparency.Collaborativespirit.Strengthofcharacter.Openness.Willing/abilitytolistentoothers,develop
consensusand/orconvinceothersofbestdirection,andleadthecharge.
267 Theability-anddesire-tofigureoutmorewaystogetartsorganizationstomeettogethermorefrequently,and
morecasually,thattheOregonArtsSummit.Forexample,thePortlandEquityintheArtsConsortiumhasbrought
togethersixtheatrecompaniesoverasix-monthperiod;thosemeetingshaveproducedeffectivecollaborationand
partnershipsthatwouldnothavecomeintobeingweretheparticipantsnotgatheredperiodicallyinthesameroom.
Andinterestingly,thosecollaborations/partnershipshavelittletododirectlywiththemissionoftheConsortium.
268 Thispersonwillneedtobediplomatic,strategic,andcharismatic.
269 Needstobeabletobesophisticatedandfair.CurrentlytheOAChassecretpanelswhosenamesarenever
releasedtothepublic...theyawardgrantsetc.ltisclearthatthecompositionofthepanelsarecrucialyetitiskept
secretive.ForexampleinthevisualartstheawardeesfrequentlyhavetiestoDisjectaandtheUniversityof
Oregon...ofwhichavisualartsstafferisaboardmemberof.

SincethepanelsaresecretivealotofpeoplesimplyassumetheyhavealotofconnectionstoDisjectaandUofO.
Thereisalotofeyerollingwhenthelistscomeout.Transparencyandmorecarefulpanelselectionisneeded.The
newdirectorneedstobemeritbasedfirstandextracarefultoavoidanythingremotelylookinglikefavoritism.
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270 Experiencewithlegislative&stateleadershiptogivetheartsaplaceatthelegislative&stateleadershiptables.
271 Abilitytothinkoutsidetheboxandimaginenewwaysofsupportingthearts.
272 ldeallyapersonwhocouldbringdiversitytotheorganizations,apersonofcolor,apersonfromaruralarea,aperson
willingandopentocooperatingandincludingpeopleofcolor,ruralOregoniansandlower-incomeartspatrons.
273 managementofstaff

abilitytodeveloprelationshipswithlegislators,lobbiestsandpublicofficialsspecifically

specificexperienceworkingsuccessfullywithruralandunderservedcommunities

specificexperienceworkingwiththespectrumoflearninggenerations(thisisVERYimportantasitisallabout
communicationandengagementwithdifferentagegroups)
274 Agreatenthusiasmforallofthearts.Atremendousabilitytobealeaderinashiftingandoftenverychallenging
environmentforthearts.lfnotalreadyfamiliarwithNativeAmericanarts,heritageandhistory,adesireand
commitmenttolearnaboutsame.
275 Demonstratedabilitytospeakpersuasivelyaboutthevalueofculturetothosewhoarenotalreadybelievers.


Page 17 of 73
# ResponseText
1
Althoughlamnotfamiliarwiththecontroversyoverthefiringoftherecentdirector,itappearsthatfencesneedtobe
mended--andthattheformerdirectorneedsmoreacknowledgementandagracefulroletocontributeinthefuture.
2
Advocatingfortheimportanceofourexistence.Leadershipinfindingwaystomaketheartssectorfinancially
sustainableandsoundinOregon.
3
Howtoinclude,supportandreachunderrepresentedgroupsofOregonartists.
4
Survivingintimesofbudgetchallenges,andtheOregonCommissionwillneedtomakeitclearwhatwentwrongwith
previousdirectorbeforeanewdirectorwouldtakeonthesechallengestobeassuredjobwon'tjustendarbitrarily
withoutdueprocessandcause,particularlyoutsideofchangeinpoliticalcycles
5
TheremustbearecognitionthatOACandOCTshouldsomedaybeseparateentities,aswellasawillingnessto
workworktowardthatgoal.AsaformerOCTboardmember,lrecognizethedifficultiesinachievingthis,butthereis
aninherentconflictofinterestincombiningEDs.OregonCULTUREshouldbeallencompassing,notsolelyvisual
andperformingarts.
6
ThereisstillachallengeingettingpeopletounderstandwhattheCulturalTrustis.Weneednewideaswithregard
toeffectiveoutreach.Moreencouragementtocoalitionstoexploreculturalneedsinadditiontoadministeringgrants.
7 1.Population/areasoffl-5corridorandPortlandMetroareaneedtobe served

2.Oregon'sslowmovementtowardsandacceptanceofnewideasandcomparedtootherstatesandhowtheytake
action(12yearsofexperiencewiththisnationallytoknowofsuchdifferencesandfactorsdelaying
movement/change)

3.UntilnowCulturalTrusthasbeenperceivedaspartoftheArtsCommissionworkandtheirchiefsupporterandthat
meanssupportforartists,non-profits,artsorganizations.WillthemissionremainthesameforCTtoknowthatthey
don'tsupport/advocateforpublicschoolsartseducation,asithasbeeninthepast.lfthatposturingremains,then
OElB,Dept.ofEdandtheOregonAllianceforArtsEducation(OAAE)needtoknowthatandstepuptheirsupportfor
artstaughtintheschooldayinourschools.Noneedforcontinuedmiss-messagingormisunderstanding.
8
Fundingisalwaysahugeissueforthearts.Maintainingapowerful,sustainablenetworkofartsinitiativeswithinthe
statewillbecriticaltothetheintegrityofOregon'sfutureasaculturalandeconomicengine.Addressingtheartsin
K-12andhighereducation,nurturingartistsandthebusinessesthatsupportthemwillbeessentialtocontinue
attractingcreativepopulations,businessesandtourismtothestate.
9 Long-termfundingissues.

Programcoordinationwithotherstateagenciesandwithothercultural,heritageandartsorganizations.

Establishingcredibilitywithpartneragencies,culturalcoalitions,andartistsandartsorganizations.
10
NavigatingthemanyemergingnewmodelsofartistsandartsorganizationsthatresideinthePacificNorthwest---
updatingtheirperspectiveonhowboardsfunction,howfundsareraisedandtheoverallstructureofnon-profit
organizationsastheyarechangingtodayinreflectionofourtimes.
11
lthinkthecriticalissuetheduelingrolesasanadvocateandsupporteroftheartswhilemakingcriticaland
sometimesdifficultdecisionswiththeboardregardingtheallocationoflimitedfunding.
Page 18 of 73
12
Conveyingasenseofstabilitymovingforward.Therecentleadershiptransitionwashandledpoorlyanddamaged
theorganizationscredibility(eventhoughthatchangemayhaveinfactbeneeded).Thosenotprivytowhythe
changewasneededmayhaveanegativeperceptionoftheboardleadership.lncreasingfundingfortheartsinour
state;Thediversityofourstate(ruralvsurbanissues);findingresources,attractingaudiencesandotherconstituents
andprovidesupporttoourartists.
13
Besidesfunding?

ConflictingGoalsandlnterests;Someareasofthestatedonotfeelthatthereisconsistencyingrantingguidelines.

Clearcommunicationwithstateagenciesandtransparentgoals.

Thebiggestopportunityistohaveaholisticstrategicfocusandmaintainthatinexecutionofitsresponsibilities.

Communityengagementandpartnership.
14
Theeconomicsupportofindividualartistsaswellasartsorganizationsandtheartistswithinaparticular
organization.
15 Biggovernment.Nationaldisregardforthearts.Failuretofindasignalpersonofstaturetoleadatanationallevel.
AskHollywood-l'mserious--toshowuswhywecannotliveinaworldwithoutART.Theseveryhardtimescallfor
risk-takingmeasures.And!whatlStheriskinspeakingout?Wehavecomposersinourstatewhoareexceptional---
yet,ifPOAandPAMesp.continuetobringinheavyhitterswithoutlinkingtheminsomewaywithOregonartists---a
grantforexample--forsuchacollaboration-woulddrawfundsandattention.Don'tweagreeitisextremelydifficult
todrainmoneyfromoneresourcetofundanother?

Howcanthecriticalissuesandkeychallengesbeaddressedwhentheubiquitouselephantintheroom

isnotfirstacknowledged.

1.weneedakeynotespokesmannationallyofresonateoratoricalskills

2.Reducethenumberofagenciestotheveryfew--sotheydon'tbyewitheachother

3.CreateabigHollywoodtypereelorreviewthatwringstearsanddollarsfromviewers

4.How?Aseachinstitutionwithitsownhistoryfightsforthesamedollars

5.Tosum:Manycandoaccounting.Adminstrativework.Fewaregiftedwithaprofoundear.

6.Nooneseemstometobelisteningtothemanywhodonotvoicetheirconcerns
16
Hostilegovernmentenvironmenttowardsthearts
17
legislaturetryingtomoveagency
18
Thebiggestchallengeanyofusinthenonprofitworldfaceismeetingtheobjectiveswhilemakingthemostoflimited
resources.Thatmeansadirectormusthavetheabilitytoassessresources-time,money,personneltogetthejob
done.Thatisnevereasy.
19
Withanyartsagency,thekeychallengeistobeaheadofthecurve.Theunderstandingandevenformingofcultural
trendswithinacommunity,thestate,theregionandevennationalconcerns,iscriticaltobeingavibrantleader.
20
lthinkitwouldberecognizingthevaluesofexistingandnewinstitutions,projectsandartists.Whichonesawaken
andmobilizeartisticpassionorprovidehealingtoawoundedspirit.
21 lthinkthecurrentstructure-buriedwithinthestatepoliticalsystemandconfusedreporting-isarecipefora
disaster.
Page 19 of 73
22
ThebiggestchallengewillbehiringastrongEDinthelightoftherecentoustingoftheformerEDwithoutcauseor
redress.With5ofthe9commissionershavingresignedinprotest,thereisalotoffence-mendingthatneedsdoing.
PerhapshavingnewchairsofboththeOACandOCTboardswouldbepolitic,giventhedivisivefeelingsengendered
aroundthestatebyclosed-doormeetingsandwhathasseepedoutintothemedia.

lt'salsounclearhowtheartsandculturefitintoBusinessOregon'splanandgoals?Perhapsthatdivisionofstate
governmentisnottheappropriateplacefortheseagencies.

Finally,thoseinchargeWlTHthenewEDneedtodetermineclearguidelinesfortheEDwithregardtoleadership,
advocacy,andsupervisionANDbeopen/transparentwhensuchobjectivesarenotmetandsupportiveversus
punitiveinprovidingguidanceforthenewED.
23
sameasabove
24
competitionforlimitedfunds
25
Thegreatestchallengefacedbythoseofusinthearts--artsorganizationsorartists-istheperceptionthatartis
elitist.Thissadnotioncomesfromthefactthatwedoverylittleasasocietytoprovidecontextandcontentto
appreciateart,sothatalargepartofthecommunityfeelsintimidatedbythatwhichtheydon'tunderstand.Thetruth
isthatart,artistsandartsorganizationsarenotelitist.Nothingisfurtherfromthetruth.Artisabouttheexpressionof
thehumanexperienceinthemostrawformavailabletotheindividualwhoiscreatingthework.Thearts
organizationsthatflourish,andremainviableduringrecessions,arethosewhereallmembersworkasanensemble,
unitedtowardacommongoal.
26
Becomingmoremainstream
27 Thechallengeofraisingfundsforartandarteducationfromacommunitywhichdoesn'treallyvalueart.

Thechallengeofdistributionofartfundingintoareasofinterestandplacewheretheirarenorealobvious
commercialgains.

Tofindandsupportartneedsbeyondthetraditionalandpersonalconnectionswhichhavehadastrongpulltodraw
thefundingtheirway.
28
Transitioningtwoorganizationswhoserelationshiptooneanotherinvitesconfusion;transitioningtwoorganizations
longdominatedbyonepersonality;adiversifyingstatewithalargeruralgeographicbaseandastrongurban/rural
culturaldivide;
29
FundingtoruralOregon.
30
TheOregonurbanruraldivide.Thereneedstobemoreoutreachtosmalltownsandruralcommunities.-bothwith
moneyandeducation.
31 -Workingbetweenthetwoorganizations- theirdifferentmissions

-Movingbetweenthemetro-culturalhubofPortlandandthestate'spoliticalcenterintheWillametteValley

-Findingwaystosupportandrepresentinterdisciplinaryartpractices
32
DevelopclearandfairandconsistentevaluationproceduresforallOACandTruststaff.

EconomiesofOregoncommunities

HowtofairlyserveallOregonianswhilestandingforexcellence
33
Developmentofstrategiestoreachallcommunities,largeandsmall,withadesiretomakeculturalactivities
happen.
34
Ongoingfundingfundingissues,ongoingruralvsurbandivide,andgrowingculturaldiversification,
35 Funding

Opennesstonewideas
36
HavingstrongcommunicationwiththeOregonLegislature,andrepresentingthestrengthsoftheorganizationtothe
legislature.AkeychallengeistheeconomicandculturaldifferencesofOregon.Manyofthedifferencesare
determinedbygeographicalregionsandfeaturesforexample:mountains,coastline,highdesert,urban.
37
developingarobustartspolicyplatformthatengagesandisrelevanttodiversecommunitiesandisaccessible
acrosstheincomecontinuum--andfundingresourcesrequiredtomeaningfulimplementthatplatform.
38
Sustainability
39
Funding-bothfortheTrustandtheCommissionbutalsotobuildtheTrustendowment.
Page 20 of 73
40
SupportingandandconnectingruralandurbanOregonarts/culturalorganizationsandleadersformutuallearning
andsupport.

RebuildingcredibilityaftertheBoard'sgrossmismanagementoftheterminationofitsformerdirectorandthe
communicationssurroundingthatincident.
41
Funding,ofcoursesothispersonshouldhaveagoodbackgroundinunderstandingallofthefundraising
opportunities,programmanagement,andacreativewaytopullgroupsandprojectstogether.
42
lnternalpolitics
43
lftheincomeTaxCreditfortheCulturalTrustistakenawayfromtaxpayers,therewillbeafundingcrisis.
44
Theever-growingemphasisinourcultureonscience,technology,engineeringandmathiscastingalonganddeep
shadowonthearts.Weshouldnotacceptan"either-or"mentality,asweneedtheartsespeciallynowtohumanize
ourSTEMpursuits.
45
Servingartsorganizationsthatarenotinthemainstream.Therearesomeverydeservingandbarelysurvivingarts
organizationsthatcannotgetfundingduetoexpensiveauditingrequirements.TheOregonArtsCommissionneeds
toreduceadministrativecostssomorefundingcangodirectlytoartistsandartsorganisations.
46
Well,itallcomesdowntomoney,doesn'tit?!lbelievetheArtsCouncilhasgottentooSalem-Centric-thereneeds
tobemoreREGlONALofficesandprograms..
47 Boardleadership,includingrecruitmentofnewBoardmembers,providingorientation,andaligningboardpriorities
withtheirrole.

Possiblere-positiontheagencywithinthestatestructure,suchasreportingdirectlytotheGovernor,notwithina
department.

EnsurestablefundingthroughtheCulturalTrust.

Stakeholdercommunicationsallaround.
48 Lackofpublictrustinanagencywhereawell-respectedleadercanbefiredoutoftheblue

Lackofstaffcohesionandtrust

Lackofcommissioncohesionandtrust
49
DealingwiththeculturaldividewithinthestatebetweentheWillametteValleyandEasternOregon.Recognizing
differenttypesofneedforculturalprogrammingandseeingthatthoseareaddressed,butinarigorouswaythat
doesn'tpander.Makingsurethatlegislatorsunderstandthatartsandcultureareatthecenterofwhoweareasa
communityandarenotafrill.Maintainingandgrowingfundingforthearts.

Dealingwithapoliticalenvironmentthatcouldpossiblyincludearbitrarydecisionmakingbysuperiorswithabsolutely
norealknowledgeofthearts.lstilldon'tknowwhyChrisD'Arcywasfiredafter19yearsandmanyinthearts
communityarenowwaryoftheprocessthatwasusedtodismissher,theprocessthatwillbeputintoplaceto
replaceher,andtheclimatewithinwhichherreplacementwillneedtooperate.Giventheatmosphereofuncertainty
thisisnotapositionlwouldrecommendtoacolleaguefromoutofstate.
50
lt'squitepossiblethattheCulturalTrustmight/couldloseit'sveryspecialtaxbreaksinthefuture.Theleadermustbe
abletounderstand,explain,andcheerleadanentireorganizationalongandtoconverttheconservatives,showthem
howimportantfundingfortheartsis,howessentialtheartstoraisingchildrenwhoareeitherconservativeorliberal.
51
HavingaroleinhelpingtomaintainartsprogramsinOregonschoolsandtherebynurturingthenextgenerationof
artists.
52
Therearetwoimportantissues.Oneisdealinglimitedresourcesinaresponsiblemanner.Twoisfairlyinvolvingthe
ruralareasofthestatewithsmallstrugglingartsorganizations.
53
Thispersonmustbeabletoblendandmeldallartprojectsintoacohesivevisionforourareas.Toooftenartpieces
aredecidedonandplacedtofillasmallvisionforthatsmallareabutfailtoaddtoalargervisionofartinourregion.
Wearea"stewnotameltingpot.Eachparticipatinggroupneedsretaintheirindividuality(meatorpotatoes),while
addingtoalargervisionofcommunityandcivilization.Civilizationandcommunityareundefinedwithoutartto
supportit.
54
Maintainingandgrowingfunding
Page 21 of 73
55
Oftentimesoverspecializationdisablesone'sabilitytoseethebigpicture.TheExecutiveDirectorneedstocoverthe
wholeforestnotobsessoverindividualglens.Again,avoidelitismatallcosts.Broadeningaccessibilitytothearts
forthewidestaudienceismostcritical.Artsshouldnotbeviewedasanaudaciousdeclarationofwealthbutrather
asanexpressionoftheuniquelyhumanexperienceforeveryone.Averystrongroleinthesupportofpublicschool
integratedartseducationiskey.
56
No
57
Oregonisalargestate,anditisvitaltoencourageanddeveloptheartsbeyondthemetropolitanareas.That's
challenging,l'msure!
58
See#2.
59 Raisingmoney

Helpingnewaudiencestoseeandappreciatethevalueoforiginalartandexperimentalartforms
60
Dwindlingfundingfromallsectors.Thenewdirectorisgoingtohavetobecomeanadvocateforconsolidationof
programsandservices,organizationalcollaborationthatwouldreducesignificantlyoverheadcoststhatareeating
awaymanyprogrambudgets.Also,anarts-wideinsurancegroupneedstobeformedwithincoverOregonsothatall
employeescangainreasonably-pricedpoliciesasonelargegroupandnot100sofindividualgroups.
61
WorkingwiththelegislaturetoinsuretheprogramcontinuesandisstillpartoftheOregontaxreturns.lncreasing
visibilityandexpansionoftheprogramtoenablemoregrantsfundstobedistributed.
62
OneongoingchallengewillbeexpandingthebaseoflocalbusinesssupportwhetherOregonisexperiencing
abundantorleaneconomictimes.lt'sonethingtohavestronglocalsupportfrombusinesseswhentheeconomyis
thriving.lt'squiteanothertohavesustainedsupportinatroubledeconomy.Toaccomplishthisinvolveschangingthe
waysomepeopleviewtheartsandtheirvaluetosocietyonafundamentallevel(noeasytask)andbuildingan
extremelydiverseandstrongcommunityofartssupportersandpatronsamongsmall,mediumandlargebusinesses.
63
Underfunding!
64
Budgetcuts.
65
Badblood.ThispastDirector,althoughshehadstrongadvocates,shealsohasastronggroupofpeoplewhodid
notlikeherforavarietyofvalidreasons.ThenewDirectorwillhavetomendfences.
66
Explainingwhyyoukickedouttheformerdirectorsorudelywouldbeagreatstart.Asthepublicentityyouare,OAC
andOCTshouldhavehandledthatinacarefulmanner,butapparentlytherewasn'tanyleadershipcapableofdoing
so,exceptthedirectorherself.lncreasingacommitmenttonewerand/oredgierorganizationsandprojectswouldbe
great;manypeoplearenotballetpeopleandneverwillbe,andmaywanttoseegreaterfundingdistributedamongst
experimentaltheatretroupesandcowboypoetryanthologies.Long-term,fundingisalwaysthebigissue;speakingof
which,havingseverallicenseplatestochoosefromwouldreallyhelp.*lncludetheyoungerartistsandpossibly
questionablearttrendstheyworkwith.*lflcouldchoosebetweenaLucindaParkerabstract/nature-formsplate,a
MichaelBrophyscenicbutundeniablyartisticpiece,andapiececreatedbyatwentysomethingclearlyinfluencedby
digital,illustrative,andcomicarts--l'dhavetroubledeciding,butlwoulddefinitelybuyone!Wedislikedthecurrent
one(happentofinditbland)andgotCraterLakeinstead.Maybegetadifferentoneeverytimelrenewmy
registration,keeptheoldonesonmywall...
67
ThenextExecutiveDirectormustalsorepresentandadvocateforheritagepreservationeffortsaspartofOregon's
culturallandscape.

Ruralcommunitiesdonotgetenoughattention.ThenewExecutiveDirectorshouldhaveexperienceworkingina
ruralcommunity.Portlandrightlydominates,butitisbetterabletotakecareofitself.Afewartsandheritage
projectsinasmallcommunitycanhaveahuge,highlyvisibleimpactonthewellbeingoftheseoftenstruggling
communities.
68
Politicalbackstabbingandaweakboardmembersandmanipulativeboardmembers.
69
Growingtheculturaltrustbudget
70
Cultivatingthenextgenerationofsupporters-newmarketingmessagesthatresonateandattractfinancialsupport,
volunteersandinterest.

Developingandimplementinga10-yearstrategicplan(nowthattheCulturalTrusthastheextension)thatdoesn't
havesupportersscramblingforlegislativesupportatthelastminute.
Page 22 of 73
71 Oneissueisthesearchforanewpoetlaureate.Verymanyintheliterarycommunityfeelstronglythatitshouldnot
beapopularitycontestwithcandidatessolicitingsupportfromnumerousreadersandwriters.Thisleadstochoosing
apopularcandidate,butnotnecessarilyonewhoseworkhasanydemonstratedachievement.Thepositionshould
beappointedbyasmallgroupofknowledgeablepeople,conversantwiththeworkofpossiblecandidates.Bringingin
librariansfromsmallcommunitiesleavesthedecisionopentowhoever"campaigns"mostenergetically.Notagood
method.(CommissionandTrustshouldlookatthemodelofthenationallaureatesearch).

Obviously,akeychallengeisfundingandmaintainingthefundstosupporttheprogramsalreadyinplace,tosay
nothingoflaunchingnewones.

lunderstandwhythecommissionwantstosupportprogramsstatewide-notjustinPortlandandthevalley,but
fundingthatgoestoprogramsmerelybecausetheyarelocatedinsparselypopulatedareas,makestheprocess
laughable.ltiscertainlynoticedbytheartistsalloverthestate,anderodestheconfidencetheyhaveintheprocess
bywhichfundsaredistributed.
72
Financialpressuresfromstatethatcouldlowerincomefortheendowment.
73
lbelievethekeychallengewillbeovercomingthenegativepublicitythattheOAChasreceivedinthelastfour
months.ThispersonwillneedtodosomerepairworkintermsofreachingouttoALLOregonians,includingones
whomaynotbedirectlyinvolvedinthearts.
74
Rapidandfundamentalchangesintherelationbetweenprofessionalartsorganizationsandthepublic,withmany
organizationstendingtoclubbinessorirrelevance.

Accelerationofthiscataclysmicchangeisproducingstrongpushbackbythosewhowanttopreserveoldways.
Battleslie(notfar)ahead.

Disintermediationofaccesstoculturalexperiences-massiveincreaseindirectparticipationand"making."

Demographicandgenerationalshiftsinattitudes,assumptionsandexpectationsaroundart(includingageneration
losttoartseducation).

Populismandentertainmentswampingthemessageofartasadisturberofourassumptions,consciousnessand
wayofliving.

Over-provisionofbuildingscreatedpurelyforhigh-endculturaluseshavingtoberetro-activelyre-purposedforwider
communityneeds-andnewspaceshavingtobefoundthatreducebarriersofentry.
75 Funding

Equitabledistributionoffunding

Recognizingcontributionsoutsidethemainstream-representvariousethnicgroups

Re-definingroleofartsintheschools
76
difficulttochangetheexistinginfrastructureandfundingpatternthatconcentrateartsopportunitiesinthel-5corridor
77
FundingartseducationintheOregonSchoolsandinthecommunity.
78 Theagencyneedstoprovidetrainingandassistculturalcoalitionboardsinsettingupelectronicmediae.g.
Facebook,settingupmeanstogetdonationselectronically,sharehowsuccessfulcoaltionsacquirefunds,informthe
publicofculturalevents,etc.

Wearelefttore-inventthewheelallthetimeandthereisnoreasonthatcoalitionscouldnotshareexperience,
know-howandproblemsforthemutualbenefitofall.Theagencyandnewdirectorneedtoseethatthistypeof
assistanceisimportantforthecoalitionsarethemainfaceoftheTrustanditisthroughthemthatalotoftheTrust's
successcanbemeasured.
79
Astatewheresupportofcultureisnotgivenaveryhighpriority.
80
Oregonhasagenerallyprogressivepopulace,butranksinthelowerthirdsetofstateswhenitcomestofunding.
Organizationsthatreceivefundingneedtobeheldaccountabletoahighstandardofperformance-currentlythe
OregonSymphonyismiredinmediocrity,andthePortlandOpera,althoughimproved,offerstofewperformances
andaveryabbreviatedseason.Artistsandmusiciansneedemploymenttosurvive.
81
lssuesoftransparencygiventherecentissuesfortheOAC.
Page 23 of 73
82
Keepingartsintheschools.

Maintaininginterestincertaingenreinlightofagingpopulations(opera,choralarts)

Notenoughmoneyandlotsofneed
83
Transitionsarealwayschallenging.WhileanEDshouldshowconfidence,humilityisequallyimportant.TheEDmust
bewillingtolearnfromallstakeholders,includingtheboardandtheartscommunity.
84
ForbeingaprogressivestateOregoniswoefullylackingincreatingandsupportingopportunitiesforitscultural
producers.lwouldencouragetheCulturalTrustandBusinessOregontothinkbiggerandbolder.LooktoNYFAasa
model,ortheChicagoAlliancefortheArts.
85
Notsure.
86
ArtsandPublicEducation.
87
Thestateoftheeconomy.
88
TheArtsCommissionhasalwaysmaintainedaverydiverseandcommunity-orientedapproachtothecultureofthe
state.Thisisunderstandableinthecontextofapretty"new"armofthegovernmentinadditiontotheswingsin
politicalclimate.Theprimarypublic"face"(notnecessarilytheactualprogramming)ofthecommissionhasalways
stressedadiverse,Oregonfeel-goodpioneerspiritandcrossgenerationalinterests.Whilethis"face"mayhave
beenimportanttomaintainingfundingandit'sconstituency,itwasalsokeepingmuchofthecultureitwasfundingin
thecloset.Thus,stuntingthepotentialgrowthbythegeneralpublicandthepoliticostowardsunderstandingthe
fullestexpressionoftheculturalexploitsthatexistinthestate.Therealchallengeisfortheorganizationtobeable
tomoveintothe21stcenturyinit'shonesty,init'sdefinitionofculture,initsbranding/marketingandlastlyinnot
beingashamedofitsmoreexperimentalside.......whystillmaintainingoreevengrowingitsfundingandstability
withinthestate.Notaneasytask.
89 Funding,fundingandfunding.

Clearrationaleofhowfundsaredistributed.
90
ThereisalotofOregonhistoryoftheartsthatwillneedtobeearnedbyanewdirector
91
Advocatingforpredictablerevenuestreams,championingdiversityintheparticipantsinandrecipientsofTrust
activitiesandfunds.Thispersonneedstodemonstrateawarenessofandappreciationofthestate'sregional
variationsandtheabilitytoconnectkeyplayersinarts&cultureinthoseregionswitheachotherandwithkeypolicy
makers.
92
OAChasbecomealmostcompletelyirrelevanttoOregonartsfolk:Tinybudget;nopower/ability/willingnesstoeffect
change;noideasorimagination.Basicallyjustanotherwellintendedbutimpotentgovernmentshow.Allofthisspells
opportunity:newfundingsources;newideas;newnetworks&friendstotapinto.

Arts&Cultureneedhelptoremainrelevant,healthy&interesting.Cantheapplicantsetthetableforthis?lfso,they
wouldgetmyvote.

Notsurewhyculturaltrust&artscommissionareSiamesed.Tomymindanawkwardpairing,thenewexecshould
haveskillsmakingBOTHsuccessful.Findsynergies.Avoidmultiplyingfractions(whichonlygetsyoualower
fraction).
93
1.EngagethediverseconstituenciesthatmakeupthecreativesectorsinOregon:realoutreachandbelievable
discourse.

2.ThealienationofdisenfranchisedsegmentsofOregon'screativesector.

3.Theseeminglyskeweddistributionofscarceresourcesto"connected"and"favored"groups.

4.Theongoingfinancialcrisisthatthreatensbasichumanservices,andfavorsbetterconnectedsegmentsinthe
businessclass.

5.lgnorance:ahugeswathofOregonnotonlycouldnotcarelessaboutculture,butactivelyworksagainstany
culturalinitiatives.
94
Regainingthefaithandconfidenceofdonnors&artsorganizationsfollowingthecontroversyofChristineD'Arcy's
departure.
95
theusuallimitedfundingforthearts,limitedstafftodealwithlargenumberofsubsidiaryagenciesandcultural
coalitions.
96
Lackoffunding!
Page 24 of 73
97
Fundingandgettingmoreofthecommunityinvolved-perhapsthosethatdon'tnormallypursuethearts-broaden
theaudience.
98 1.Ongoingfundingchallenges(nextsunsetofOCTtaxcredit, etc)

2.ThreatstoOACfundingandotherculturalprogramswithadministrationchanges
99
Theneedformorefundingsources.ContinuedlackofunderstandingofthepowerofArtinourlivesand
communities.
100
Promotingthecontinuationoftaxdeductibleartsdonations.
101 UnifyingpoliticallydividedBoards,Partners,andStakeholders

Cultivatingasupportiveenvironmentforthenextgenerationofartists,artsadvocates,andartsaudiences
102
BuildingtrustandasenseofcooperationwiththemembersoftheBoard.
103
lncreasingoratleastmaintainingfundinglevelforOACandCulturalTrust.
104
Fundingcuts.
105
ThecommissionhasbeenveryPortlandcentricinitsfundingandvaluingofwhatisculturallyimportant.Thishas
causedOregonianstoalsodiminishthevalueofartcreatedoutsidethemetropolitanarea.Kookyandhipcreations
inPortlanddonotresonatewithpeoplewhovaluethestate'senvironmentandmanycultures.
106
Threatstothepublicfundingallocationatthestatelevel

lncreaseddemandforfundingfromartsorgs
107
Skepticismfromlocalandstatewidegovernmentasthetovalueofthearts,culture,andheritagetothestate's
economyandvitality.Oregoncanbealeaderinfundingarts,culture,andheritageifitchoosestobe.ThenewED
willhavetochallengestateandlocalgovernmenttoinvestincreativeplacemaking,andwillhavetochallenge
arts/culture/heritageorganizationstobecomeleadersandadvocatesfortheirroleincommunityvibrancyand
demonstratetheirvalue.Workingtogether,lwouldliketoseegovernmentandorganizationsworkingtogether(with
increasedfunding)toresolvesharedissues.
108
Howtoequitablydistributelimitedresources.

Howtoadvocatefortheartsinapracticalworld.

Howtoseekconnectionsbetweenartsandculture.
109
PRnightmarethatwastheterminationofpreviousdirector.

Fundingissuesatlegislature

Statewiderepresentation

Pragmaticviewofartsandcultureandtheneedforeconomicdevelopment
110 -Creatingandsuccessfullycommunicatingaclear,specificPOVaboutwhatkindofartscommunityOregonistrying
tocreate(foraudiencesandartists)

-Aligningfundingwiththatpolicy

-Addressingconfusionandlosttrustinthecommunityduetohowthelastdirector'sexitwashandled
111
lwouldhopethatgrantsandCallsforArtistswouldincludeSWWashington,astheydidinthepast.Manyartists
havemovedtotheothersideoftheColumbiaRiver.JustasOPBhasrealizedthatSWWashingtonisanintegral
partoftheArtsinthisarea,andisopeningaVancouverbranch,lwouldhopethenewdirectorwouldalsorealizethat
thestatelineisanartificialone.ltisfrustratingtobeexcludedwhenthereisalreadysomuchinteractionbetween
artistsandartseventsintheAREA.
112
Navigatingarts&gentrification,unifyingartspoliciesinthestate,rebuildingtrust.
113
Money!!!ltseemslikeOACandOCTareconstantlystrugglingtoprotecttheirfunding.
114
TheexecutivedirectorisOregon'schiefartsofficial.ThispersonisastateemployeeundertheauthorityofBusiness
Oregonandundertheauthorityof,andresponsibletotwoboards-theArtsCommissionandCulturalTrust,the
membersofbothofwhichareappointedbytheGovernorandlegislativeleadership.lnsuchacomplexstructure,it
maybedifficulttomaintaintheongoingtrustbykeystakeholders.Thisistruefortheboardstowhichs/hemust
answer,theboardsoftheotherculturalpartnersthatarebeneficiariesoftheTrust,thepublicstakeholdersofthe
Trustandculturalpartners,andthemultiplestaffteamswhoreporttothedirector.
Page 25 of 73
115 Oregon'spreposterouslylowfundingofthearts-- oneoftheworstrecordsinthecountry,belowMississippietc.

Disconnectbetweenbigfundingforold/institutionalartandOregon'syoung,homegrown,energeticartistswhocan
reachyounger,broaderaudiences.
116
Akeychallengeisfindingways(throughstaffassistanceorfunding)tohelplocalorganizationsdevelopintomore
effectiveprovidersofartandcultureintheircommunities.Thelargeartsorganizationsdonotneedthatkindof
support.Achallengewillbetokeepattentionandresourcesfocusedonthesmaller,ruralorganizationsandnotget
luredintospendingtoomuchtimewiththelarger,moreglitzyorganizations.
117
Securingandprotectingpublicfundingforthearts
118
Aswithanysystemwherethereiscompetitionforscarceresources,issuesoffairnessandtransparencyare
important.Beingabletopersuadebothlegislatorsandthegeneralpublicthatinvestmentsintheartsisgoodsense
inleantimesisachallenge.
119
Workingfortwoboardsthathaveundergoneradicalchange.FollowinginthestepsofformerdirectorChrisD'Arcy
whoseforceddepartureisalosstoboththeArtsCommissionandtheOregonCulturalTrust.Leadingpolicy
developmentwithaweakArtsCommission.
120
PublicandpoliticalattitudetowardstheimportanceoftheOACandOCTtothecommunity.
121
Continuingtostumpforartasakeypieceoftheeconomicdevelopmentpuzzle.
122
Buildingbackinternalmoraleofstaff.

Providingleadershipinadiversityofareasforthearts.
123
Critical.....Wecan'ttrusttheorganizationrightnow.Whoknowswhatwillhappenafterwhatwasdonewiththefiring
ofD'arcy.lt'ssuchashame,ChrisbuiltuptheArtsCommissionafter19yearsofhardwork...oneaxofbad
judgementhasbroughtthisorganizationdown.Tothinktheagencywasfair?Willtheyevenbefairtoanew
director?l'mdeeplysaddenforthemanyartistswhobelievedinyou.
124
Funding
125
Fundingfortheartsalwaysseemstobeachallenge,somakingsuretosecureandcreatenewfundingsourcesfor
artsprogramsisvital.Anotherchallengeistomakesurethatschoolsandsmalltownshaveaccesstoqualityarts
programsandartists.Asaneducatorinasmalltown,findingqualityresourcesandfundingforartistsischallenging
andoverwhelming,yetsoimportanttostudentswholiveineitherjustoutofreachofalargecityorwholivefaraway.
126
Sustainingthepercentfortheartsstatute.Advocacyforartsfundingonthegovernmentallevelintimeofbudget
constraint.Advocacyforprivatesupportforartsorganizationsandmentoringsuchorganizationsineffective
fundraisingprocedures.
127
Nextgenerationnotbeingprovidedwitharteducationleadingtogeneralapathyaboutimportanceofartandculture
inOregon
128
lncorporatingtheentireStateintheactivitiesoftheCommission.Aswithanystatewideorganization,thoseofus
"downstate"tendtoseeaPortland-centricfocus.
129
Funding.MeetingwithindividualswhohavepowerandinfluenceinourLegislatureandhelpingthemtorecognize
theimportanceoftheworkthatartsandcultureorganizationsbringtoourvariouscommunities.Fightingagainst
ignorance.
130
ThelossoftrustbystakeholderswholikedandrespectedChristineD'Arcyandwhoremaintroubledbythe
circumstancesofherfiring.
131
Makingthe"right"impactfulfundingdecisionswhichservethecitizensorOregonandit'svariedcommunitiesinthe
mostmeaningfulways.
132
Thedisfunctionofthestatemanagementsystem.Thecompetinginterestsandpoliticsinvolved.Thechallengeofthe
distinctfunctionsoftheOregonArtsCommissionandtheOregonCulturalTrust.Thelackofstatesupportforthe
arts.
133
Sincethereisnotenoughmoneytohelpeveryone,thecandidateneedstobeabletovaluetheeffortsofeachfund
recipientanditsuseofthefundssothatthegreatermajorityisserved.
134
Thekeychallengeistobecomeanadvocatefortheartsvsacuratorofthearts.
135
advocacyregardingSTEMvs.STEAMtoensurecurricularartsinallofourschools;broadeningthedefinitionsof
artmakingtoincludenon-traditionalcollaborationsandtoinspireartsinnovation;embracingnewtechnologiesto
harnessthefullestpotentialofourresources
Page 26 of 73
136
Abilitytopreservethepieandalsoexpandthepie,sothattheOACcanbeatruepartnerindevelopingand
sustainingtheculturallifeofcitizensthroughoutthestate.

ProtectthefundsintheCulturalTrustfrompoaching.Example,poachinglicenseplatefeesforunintendedusage,
therebychargingthosewhochoosetheCulturalTrustlicenseplatesforsomethingtheydidnotintendtofund.
137
Fundingdeclinesatalllevels-publicandprivate;federalandstatelegislationthatisnotsupportiveofthearts.
138
Acrossthestatediversity-bothartisticallyandindividually-
139
Raisingtheperceptionoftheartsrelevanceandeconomicvalue.
140
RecoveringfromtheabsolutelydisastrousresultsofthemidnightfiringofChrisD'Arcy!
141
Trustisshakythesedaysandthenewdirectorwillhavetoworkveryhardtobuildandrebuildtrustand
transparency--bothinternallyandexternally--thathasbeendamagedbythepoorbehavioroftheformerdirectorand
hermessyexit.
142
Howtobreakthroughtothat1%ofthemoney.Currently,l'veheardthatthereismoremoneyrepresentedbyone
downtownManhattanbuildingthaninallofthestateofOregon.Thebuyingmarketforhigh$$$artisabsentor
inaccessible.Seemstobelimitedtothe(shrinking)middleclassbuyersorpublicfundingforpublicworks.lt'dbe
grandtomakeanopeningtofunnelmoneydownfromthose-who-havetosupportdedicatedandin-pursuit-of-
excellence,expressive,Oregonartistswhohave-not--inallgenres.
143
ThisisasignificanttransitionforOACgiventhelegacyofthepreviousdirector,sotheincomingpersonisgoingtobe
navigatingacomplexofexpectations,momentum,andopportunities.Anincomingdirectormustbeawareofand
conversantwiththegoals,hopes,andobjectivesofstakeholdersandconstituencies.
144
RegainingthetrustoftheOregoncommunity.Youdon'tjustfiresomeonewithoutexplanation.Culturaldiversityis
paramount.
145
Portlandneedstostepoutofthecomfortzone.l'dliketoseelessmiddle-managementandmorevisionary
leadership.Weabsolutelymustshakethingsup.Wewillbeunabletocompeteforcorporateandfoundationdollarsif
wedonotthinkbig,thinkcollaborative,establishcollaborativeprojectswithbiggercitiesandleveragethose
partnershipsintosharedresources,usingthemediatopromotethenewculturalsophisticationwhichweneed.
Portlandiaiscute,white,safebutweneedtomovebeyondit.

ThechallengesanewEDwillfaceisthatPortlandissmalltownwiththesameplayersineverycorner.Thatprobably
won'tchangeandthisisaproblem.Someonehastocomeinandbealotmorecosmopolitanintheirapproach.The
newEDmustraisethebarandtherewillbepush-backfromthecommunityof"leaders"whoishappywiththestatus
quothatmakesthem"leaders".
146
Changingtheattitudethatartisan"extra"ratherthanartbeingalifelinetohealthyexistence
147
Higherpersonalvisibilityinthelessvisiblepartsofthestatesculturallandscape.
148
Fundingartseducationinpublicschoolsandinextracurricularagencies.
149
funding
150
Balancingcompetinginterests.
151 Fundraisinginthecurrenteconomicclimate.

Organizationalrelevancetostakeholders,authorizers,andpoliticians.

Staffadjustmenttonewleadership.

Changingenvironmentoftheartsasafield(technology,deliveryofservices,changesinstakeholderexpectations)
152
lntegratingtheworkoftheArtsandCulturalTrustintotheeducationofourchildren.
153
AclearlydefinedprocessinHRandretainingboardmemberswithcharacter.Reestablishingagencytrustinthearts
andculturecommunity.
154
Lastyear'sdecisiontolimitOregonArtsCommissionfundingtoorganizationsalreadyfundedtheprevioustwoyears
decreasestheOAC'srelevancetoalltheotherartsorganizationsinthestate.lnmyregion,theOregon
ShakespeareFestivalandBrittMusicFestivalwillcontinuetobesupportedbyOACandallitsresources.While
worthyorganizations,theseperformanceshaveveryhighticketpriceswhichareaccessedbywealthytouristsand
theregion'supper-incomecitizens.Themajorityofthecitizensherecannotaffordtheseticketsandcannotbenefit
directlyfromOACsupportoftheseorganizations.Theartistsandartsorganizationsaccessedbythemajorityofthe
peoplewholiveherearenowdisconnectedfromOACinfavorofthosealmostexclusivelyservingtheupperclass.
Like"creativeplacemaking",it'saneconomicequalityissue.
155
Regionalappreciationandunderstanding
Page 27 of 73
156
Asinanyorganization,availablefunds,wideoutreachversusqualityoutreach,canbesubjective.ldon'tknow
enoughabouttheorganizationtobedetailedaboutit.Theoneconferenceldidattendlfoundsupportformainly
folk/popularappealarts.Thereseemedtobelittleofferedtoorganizationsthatwerestrivingtowardthe"higher"end
ofexpertiseandignorancehowthefinancesworkedinthoseorganizations.Reportablenumbersofpeopleaffected
inoutreachseemedtobethemaincriteriaforsupport.
157 Onechallengewilltobeabletofillthemostexcellentshoesofthepastdirector,Ms.D'arcy,whowasverycreative
anddidsomuchforOregon.

AnotherchallengewillbetorepairthereputationoftheCommissionafterherfiring.
158
Effectivelyadvocatingbalanceoffunding
159 Strengthenvisibilityoftheroleofartsinourstate

lncreasefundingforboththecommissionandthetrust

Buildaneffectiveinfrastructurethatexceedsgoalsfortheagencies

Positiontheartsasaplayerinaddressingcommunityissues
160 Funding

Funding

Funding
161
WhatisthevisionfortheOregonCulturalTrustandhowdoweachieveitnowthattheoriginalrevenuesource(of
stateproperty)isnotrealistic.HowdowegetOregonianstoleavelegacygiftstotheTrust?Whatotherrevenue
sourcesarethere?
162
ContinuedunderstandingthatOACasasourceofannualoperationsfundingiscriticallyimportant.TheTrustand
OACsub-fundsareimportantproject-drivenfunding.TheCommissionisreallygoodatprovidingtransparencyand
feedbackonwhyorwhynotagrantapplicationwasfunded.ButthereisSOmuchmorethatartsgroupsstatewide
couldlearnfromhonestprojectresultsandevaluations.lfitwassuchagoodideathatitwasfunded,whynotshareit
forreplicationsothatweallaren'treinventingthewheel?Finally,themajorstatefundingbattlewillbetoprotectthe
Trustfromlegislatureraids--andtogetitfullyfundedaswaspromised10yearsago!
163
Withshrinking'publicsectorfundingfortheArts',wealwayslooktotheprivatesectortohelpunderwrite.Sincethe
HealthCareProviderandHi-Techindustries(growingindustriesinOregon)usuallynurturetheeducationofmath&
science,theseindustriesalsoheavilyrelyoncreativethinkingasmuchascriticalthinkingforproblemsolving.Let's
seeanArtsCommissionconvince'health'&'science'starttosupport&nurturetheeducationofthecreativeprocess.
ltallstartswithexposuretoartandculture.
164
Abilitytomaintainlegislativesupportforfundingfromavarietyofsources--besupportiveofOCTaswellasregional
artscouncilsandgovernmentalorganizations.
165
TheOACvsOCTidentityhasgottenblurryinthelastfewyears.Areyoureallyoneorganizationortwo?Arethere
infactdifferentpeoplereviewinggrantproposalsorisitallthesameteam?

Asaccountabilitypressureshavegrown,sohavethebureaucraticelementsofyourgrantproposals--atatimewhen
(OAC)grantdollarshavebeenshrinking.Theresultisthatthecost/benefitratioofapplyingforagrantisallout-of-
whack,especiallyforsmallerorganizationgrants.ThisisaPRproblemforOAC(notreallythecaseforOCT,whose
grantdollarshavebeengrowinglbelieve.)
166
Encouragingthegrowthanddevelopmentofaprogressiveartscommunity.
167
toomanystakeholders.AndOregonCulturalTrustshouldbemanagedbyaseparateperson.Toomuchconflictand
unclearlineofleadershipwithbothbeingunderthesameumbrella
168
Speakofbuildingcoalitionsandworkingtogether....
169
Showingthepublicwhyweshouldcare.(Don'tdependonthetrust'simportancebeingself-evident.)
170
Thecurrentstateofactingasifalliswellbypretendingthatamajority(5/9)OCTboardmemberssuddenlylackthe
timetofulfilltheircommitments,isinsultingtothevolunteerswhoserveoncountycoalitions,tothemanydonorsand
supporters.
171
Tokeepartisticexpressioninthehandsofartists,ratherthaninstitutions,curatorsandgrantingorganizations.
172
dividingasmallamountofmoneyamongabigpoolofapplicants
Page 28 of 73
173
Fundingisalwaysnumberone-mustbeabletobeaneffectadvocatefortheArtsatthestateandnationallevel.
Managementofresourcesisalsoanecessaryskill--youhavelimitedresources-howdoyougetthemostfrom
eachdollar?
174
BringingtogetherstakeholdersunderasinglevisionforthestatesroleinsupportingArtsandCulture.Helpingto
defineprioritiesforwheretheCommissionshouldfocuslimitedfunds.
175
ConnectingearlywithawiderangeofconstituentsinordertoestablishpositiveandtrustingrelationshipswithOAC
andOTCinthewakeofthedismissalofthepreviousExecutiveDirector.
176
Statelegislativedecisionsandstrategies(offenseanddefensive)aroundfunding
177
Financial!BalancingtheneedsofruralandurbanOregon.Technologicalchangeasitrelatestoculturalcommunities
andvariousconstituents.
178
Fundingissuesandworkingwiththestatelegislatureso(ashasbeenthecaseinthepastwiththelicenserevenue)
cutsarenotspecifictoculturebutfairandarecognitionoftheroleofcultureintheeconomy
179
Thejobsshouldbesplit.Administeringtwomajorculturalagenciesistoomuchforonehuman.
180
Fundinginadifficultclimate.
181
Continuetoarticulatethevalueandimportanceofstrongarts,culture,andheritagebaseacrosstheStatetoabroad
anddiverseconstituency,ratherthanfocusonasingleelement(e.g.economicdeveloment)
182
CulturalTrustgrantsseemtobemoreoftengiventoarts-specificorganizationsandlesstohistoricpreservationand
heritageconservation.Canitfairlybesaidthatallpotentialgranteesarecreatedequal?Reviewers,ifnotstaff,seem
tobeweightingdecisionstoward"art"andlesstoward"culture."
183
DefendingtheintegrityoftheOregonArtsCommissionandCulturalTrustandnotsellingouttomonied
interests/"stakeholders."Oregon'sculturalheritageisnotacommodityorsomethingtoexploitforfinancialgain,it's
ourlegacy.
184
Servingthemidtosmallorganizationsvs.thelarge,moreinfluentialorganizations.

And,developingdiverseartforms/organizations.
185
fundingandlackofcredibility
186
Keepingupthegoodworkdoneoverthepast19yearsbyChrisDarcy.

Buildingtrustandsupportwithintheartscommunitygiventhemannerinwhichherpredecessorwasdismissed.
187
Keepingservicetothepeopleofthestateparamountinthemindsoftheboard.Keepingtheinterestsofartistsand
artsorganizationsinthatperspective.Accountablity.Accountability,Accountability.Understandinglocalandstate
politicswithoutbeingpolitical.Nationalpolitics,notsoimportant.Abilitytoproperlyframetheissues.Distinguishing
betweenopportunitiesanddistractions.Beingphysicallypresentthroughoutthestate.
188 Fundingtheartsinpubliceducationprograms.

Makingtheartsrelevanttothenextgeneration.
189
Availabilityandcompetitionforpublicfunding
190
Theexecutivedirectormustbeawareoftheculturalscene(visual,music,dance,etc.)inOregonandrepresentall
sidesfairly.That'saprettytallassignment.
191
FUNDlNG!!!!
192
PoliticalramificationsofhowthelegislationperceivestheTrust.Thedirectorshouldbepreparedtoworkwithelected
officialstopreserveitinthefuture.
193
Lackoffamiliaritywiththelegislature
194
Lackofconfidenceonthepartoftheartistanddonorcommunity.Donorsarehighlyskepticalofcurrentleadershipof
thetrust.

TheprocessoffiringthelastExecutiveDirectorwasatrociousandhasdroppedOregon'sstandingintheStateArts
community.TherearewaystoexitanExecutiveDirector,toletthemtransitionoutgracefullyandmakeiteasierto
findareplacement.Thestateviolateditsownguidelinesforjobreviewsandtermination...lhaven'theardthatthe
personwhofiredChrisD'Arcywashimselffired,butaslongasthatpersonisinoffice,thenewExecutiveDirector's
careerwillalwaysbeinjeopardy.That'sachallenge.JulieViglandprobablyshouldalsostepdownastheboard
chair.Theresignationsofnearlyhalftheboardsuggestsstrongconcernsforthecurrentethicalmanagementofthe
ArtsCommission.
195 Theexhaustionofthosepatronsoftheartscontinuallybeingaskedbymultipleartsgroupsforsupport.

AndthelackofGovernmentsupportandnurturanceofthearts.
Page 29 of 73
196
Re-imaginingtheroleoftheOACandOCTinsupportingtheartsthroughoutthestatetoincreasetheireffectiveness
andrelevancy.TheOCT'scurrentscattershotgrantmakingapproachthatrendersitlargelyirrelevantisagreat
exampleofthetypeofrelevancychallengethenewdirectorwillface.
197
SmallNon-profitsarestruggling.Largenon-profitsarecontinuingtobeawardedlargegrants.Prettysoontheywill
betheonlyonesleft.Morefocusonthesmallartsgroupsiskeyduringthiseconomy.
198
PoormoraleatOregonArtsCommissioncausedbyimproperfiringofformerOACExecutiveDirector
199
Theobviousone:fundingforthelong-rangehealthoftheOAC.
200
*DealingwiththeaftermathofthefiringofthelastED.

*DefiningabettersystemofmanagementoftheEDthantheonecurrentlyinplace(whichappearstobea
completelyconfusing,misguidedmess)

*lmprovingmessagingabouttheCulturalTrust(itissuchagreatidea,butsohardtoexplaintopeoplethetax
benefitpiece....howcanthisbemadelessconfusingsothatmorepeoplecontribute)

*EnsuringthatthestatedoesnottakemoneyfromtheCulturalTrust,eveninemergencysituations.
201
ldon'tknow.
202
Navigatingpoliticalarenaandthechallengesofworkingwithtwoboards.
203
Findingandgrowingrevenuesourcesforgranting.WorkingwithapoliticalgroupinSalemwhomaynotappreciate
theimportanceofStatemoneyforarts,culture,heritageandhumanities.
204
Continuingtofindwaystoshowthevalueoftheartsinoureverydaylives.
205
Relationshipsareparamount,andtheytaketimetobecomeestablished.Fromthesmallestcommunitytothemost
powerfullegislators,thenewexecutivedirectorwillneedtonurturetrustandconfidencebybeingcredible,attentive,
andarticulate.

Bestofluckinfindingtheperfectfit!
206
ConsideringhowChrisD'Arcywasfired,thelackoftransparencybytheOAC&CulturalTrustadministrators,among
otherissues.
207 1.Thelackoftransparencyonthepartoftheboard'sleadership

2.ThelackofdueprocessonthepartoftheOACboardleadershipandBusinessOregonwhendealingwithstaff
expectations.

3.Theneedforproperprotocolsintermsof#2abovesostaffaren'tsummarilydismissedwithouttransparent
processesandopportunitiestoadapt.

4.Giventheturnofeventsinthelast4months,acrisisoffaithonthepartofartsserviceproviderswhointheir
applicationstoOAChavetoaddressquestionsofappropriateleadershipsuccessionstrategiesandinternalpolicies.
208
Workingwiththecurrentboardchair.Enoughsaid.
209
Takingthehelmofanorganizationthathasenjoyedlong-termleadershipcanbechallenging.Giventhatthe
previousleadershipwasinplacefor19years,thenewleaderwillneedtobesensitivetodevelopingtheirownvision
andleadershipstylewhilebuildingconfidenceandtrustwithdonors,decision-makers(politicalleadership),and
arts/culturecommunityconstituents.Communicationwillbekeytohandlingchangeeffectively.Thispersonwillhave
tobeopen,transparentintheirdecisionmakingandconsistentintheircommunication.
210 1.Suspicionabouttheleadershipoftheagency,who'sreallyrunningtheshow,andwhat'sgoingonbehindthe
scenes(thisisduetothewaythatChrisD'Arcywasfired,i.e.withouttheknowledgeletaloneconsentofnearlyallof
thecommissioners)

2.Age-oldthreatstodefundthearts
211 BeingviewedasPortlandcentric.

Alargeareatobecoveredinordertobevisibletoallstateartsorganizations

TheCommissionhasbecomestaleandlockedinthesameoldwayofdoingthingsandawardingthesamegrantsto
thesameentititiesoverandover.Needsabreathoffreshairandinnovativethinking.

Politics,politics,politics....
Page 30 of 73
212 AnunderstandingofregionalartistsandartsNPOs

Abilitytoforeseewherefuturefundingrevenuemaycomefromwithincorporateandprivatesector

Abilitytoforeseeanyfuturetrendsinarts
213
Legislativeandstakeholderscrutinythroughleadershipandorganizationaltransitions.
214 (1)Publicawarenessandinterest.l'mstillamazedathowmanypeople(includingthoseinprofessionalpositions)still
havenoideaofwhattheCulturalTrustis,orhowitworks.ldon'tthinkthatisthefaultofthepastdirectororthe
strategiesthathavebeenpursued--it'sjustthenatureofthebeast.ThesameistrueofOAC.Howmanypeopleeven
knowwehaveanartscommission,letalonewhatitdoesandhowit'sstructured?What'sanacceptablelevelof
awareness?

(2)Political:lsthereaplaceforOCTandOACwithingovernmentwheretheirmissionsandgoalscanbesupported?
Doesitmakesensetokeepthemtogether?DoesallofthisbelongunderBusinessOregon?Whynotunder
education?Whynotacabinetdepartmentonitsown?

(3)Urban/RuralDivide:HowdoyoumaintaintherightbalancebetweenthesepowerfulimpulsesinOregon?When
doesthatbalancingactbecomecounterproductive?

(4)Governance:Whatdoyouwantyourcitizenboardstodo?Howmuchpolicyinfluenceshouldtheyhave?

(5)Scope:Howmuchcanyoureallyaccomplishwithasmallstaff?Whatareyourpriorities?

(6)LearningandTransparency:Canapublicinstitutionbetransparentaboutmistakesithasmadewithoutcoming
underfirepolitically?(PastOregonArtsSummitshavesoldthemessageof"FailHarder!"butthere'slittleevidence
thatadmittingfailureandadjustingcourseisreallypossible).Canafundingagencycreateanenvironmentinwhich
itsconstituentscanfeelsafeincriticizingorquestioningpolicyoractions?
215
Lackofmonetaryandotherresources.Highlevelsofneedamongorganizations.Changingcultural,racial,ethnic,
socioeconomicdemographicsacrossthestate.
216
Maintainclearcommunicationswithdiverseandwidespreadgroup.
217
Continualeffortstoensurefundingstreamswhileencouragingtheexpandeddevelopmentofandappreciationfor
cultureandtheartsthroughoutthestate.
218
MaintainingandincreasingthemomentuminOregonians'understandingoftheimportanceofArtandCulturein
everydaylifeforalifetime.ltshouldbeconsideredpartofthehealthybalanceforlife,justasexerciseisneeded
everyday,soisart,soisculture.
219
lamreviewingthesurvey
220
Educatinglegislatureaboutrealworldcausationallinkbetweenculturalvibrancyandeconomicsustainability.
Presentationsonbehalfofculturemustgobeyondthedirecteconomicimpactofartsoperationsanduseexamples
ofcommunitiesaroundthecountrythathavebeenabletoattractnewentrepreneurialinvestmentandeconomic
diversificationusingarts/cultureas"bait"fore.g.,secondcareerretirees,newventurecapitalistsetc.Toooften"arts
andculture"arestilldismissedasextrasoricingonthecakeandnotunderstoodasrealtoolsforeconomic
development.
221
Continuingtoadvocateonbehalfoftheculturalcommunity,assuringtheTrustcontinuestoexistandtothrive.
Buildingtheendowmenttothelevelitwasenvisioned.
222
Clearly,thepoliticsareahugepartofthisjob.TheEDhastobeconnectedtothelawmakingcommunitybecause
theyarethemostimportantvoicefortheartsinSalem.
223
Makingthecaseforthetrusttothelegislature,marketingthetrust'sworktothepeopleofOregon,andaggressively
pursuingequityinallofthetrust'swork.
224
lnsomewayslfindmyselfthinkingoftherecentunfetteringoftheboardsofthevariousstateuniversitiesfromthe
StateBoardofHigherEducation.TheeffortsyearsagotofindaspecialhomefortheArtsCommissionawayfromthe
institutionalandbureaucraticrealityoftheStateLandsBuildingshouldagainbepursued.Therealityofbeingastate
agencyinanonprofitworldisachallenge.lbelievehavingaspecialhome,eventhoughitisastateagency,would
addaqualitythatisdifficulttodefine.ldon'tthinkanewpersoncandomuchwithlifeasastateagency,butthat
personcanchangeperceptions--andthatiswhatmattersnowadays.lliveontheOregoncoast--awayfromthe
shuffleinSalem.lhaveyettolearnwhytheformerheadoftheagencywasdismissed.Howthatlingeringnarrative
colorsthefutureonlytimewilltell.
225
Money
Page 31 of 73
226
Fall-outfrombadhandlingofpredecessor'sdeparture.LackofclarityaroundfuturestructureofOAC/OCT/Business
Oregon.DeparturesofsomanyOACCommissioners.
227
Therhetorictosupportartswithinthestateleansonargumentsofeconomicimpact.Theleadershouldbroadenthe
baseofsupportbydemonstratingandsupportingthemultiplesocialimpactsoftheartssectorinthestate.
228
Thecurrenttumultintheturnover.
229
Theoddsituationthattheartsandculturaltrustispartofbusinessoregon.
230
lssuesofartseducationandbuyinfromtheOElBandGovernor.ThereisgreatopportunityherewithNancyGolden
intheleadadvisoryrole.
231
ltwillprobablyalwaysbestatefunding.ButmanyofusoutincommunitieshopethattheTrustwillnotmakethe
mistakethatweareseeinginotheragenciesthatgetstatefundingbyhiringsomeonewhotheythinkwillbegood
withthelegislatureattheexpenseofthecommunity.
232
Restoringrelationshipsamongallpartiesconnectedwiththecommission.
233
funding,funding,fundingandkeepingthelegislatureshandsoffit.
234
Decipheringabyzantineapproachtomanagingandawardingsmallamountsofmoneythatonlygiveanillusionof
supportwhileoverburdeningtheapplicantswithextensive,time-consumingapplicationsandreportsthatactually
draintheirresources.Findingpanelmemberswhoareexpectedtobeinformedabouttheartsorganizationsintheir
areas,andholdingahighstandard.Advocatingformoremoneyfortheartsoverall.
235 Gainingandbuildingtrustamongconstituents

ProvidingrelevanceandgenuineimpactforArtsCommissionprograms

EnsuringameaningfulandsignificantflowoffundstotheTrustgoingforward,farmorethannow

EngagingamuchwidersegmentofOregon'spopulationthannowexistsforbothCommissionandTrust
236
AbilitytoconvincethelegislatorsoftheimportantworkandimpactoftheOCT
237
Fightingthetendencytospreadmanysmallgrantsthroughoutthestate,whichperpetuatesmediocrity,atthe
expenseofrealinvestmentinqualityprogramsandinstitutions.
238
AsaMuseumDirectorthatoperateswithnolocal,county,stateorfederalfunding,lhavehadtodevelopa3-5year
planthatwouldallowmetogetneededworkdone(restorea1880Historichousethatneeded$50,000.00(our
Museum'sannualoperatingbudgetis$8-10,000withnopaidemployees),theabilitytodealwiththecombinationof
competingforlimiteddonordollarsinaprecariousStateandnationaleconomywouldbeaplus.Beingcreativeand
thinking"outsidethebox"everydayismandatorytosurvivalinsuchaeconomicclimate.Beingflexibletoconstant
changesinfundingandproactiveinfindingalternativefundingsourcesisanotherchallenge.
239
Creatingpositiveawernessoftheorganization,helpingtofindmarketingopportunitiestoencouragegreat
contributiontotheCulturalTrust.
240 SupportofthesesmallerorganizationsandsmallercommunitiesshouldbereinstitutedsothatallofOregonis
represented.

OregonlegislaturediscussionsoffundingfortheOCTandthebillstothateffect.
241
Theneedtoselecttrulyunbiasedcommitteemembersforthegrantsprocess-andperhapstohavemoreofablind
reviewratherthancontinuallyselectingknownorganizationsandknownpeopleforgrants
242
Thepatheticstateofstatefundingforthearts
243
Formethekeyissuesarebeingahighqualitycommunicatorandmovingtheartscommissionandtrustfromoutof
theshadows.MustbeperceivedasanadvocatefortheartsbutNOTanArtSnob.Needstohirepeoplewell....think
Lincoln'sinnercirclewhocouldchallengehisthinkingwithoutfear.Allthepeopleattheartcommissionare"yes"
people.Hireagoodbudgetpersontohandlethegrantoversight.BusinessOregonneedstotakeresponsibilitythat
theyMUSTCHANGEtobesuccessfulintheartscommunity.AsabusinesspersonwithabusinessdegreelWORK
HARDtobeknowledgeableandunderstandingoftheuniqueeconomiesoftheartsandartists.Theboardneedsto
spendagreatdealoftimelookingattheorganizationalstructureofsuccessfulstateartsorganizations.Changejob
descriptions,changeitup.Buttheorganizationtoptobottommustbebettercommunicatorsandlearntospeakto
theuniqueculturesofOregon.
244
TheCulturalTrusthasnotfulfilleditspromise(whichisnotthefaultofanyoneperson).lbelievepartofthereason
isthelackofitsownexecutivewhocoulddirectpolicyindependently.
245
ThegeneraldivisionswithinOregonLegislatureandpotentialconflictandin-fightingwiththeCommissiontrustees.lf
thenewEDmustspendallhis/hertimedealingwithpolitics--particularlywithintheCommissionandtheTrust--
he/shehaslittlechanceofsuccess.
Page 32 of 73
246
Building/Rebuildingtrustintheorganizationsafteraseeminglychaotictransition.
247
Probablyoneofthemostsignificantissueswillbeanoldone-reiteratingtheimportanceoftheartsinourstate,
cultureandsociety.Creativityisanimportantattributetohave,maintainandallowtoflourish.Theartsareso
muchmorethanJUSTART.lthinkthisiseasytoforgetinaneraofhighlycompetitivestateneeds-education,
infrastructure,jobs,healthcare,retirement...Theartshavetheirroleaswellandmustbeallowedtoflourishin
Oregon.
248
conflictbetweenexistingclassicalartsandcraft/andorcontemporararts.forwhatitsworth...Pleasechose
someonewhowillputmorecreditinclassicalartsthancraftandorcontemporary.AsayoungOregonian,lwantto
seemoreaccesstoclassicalartsbytheyoungandunderservedcommunities.Thanks!
249
ThenewexecutivedirectorwillfaceahighlydysfunctionalCommissionleadership,anagencythathasquicklylost
credibilityintheeyesofthepublic,andahostagency(BusinessOregon)thatseemstohavelittleinterestinitswork.
lthinkyouarelookingfora"healer"typehere.
250
Thereisalackoftrustbymanyheritageandhumanitiesorganizationsinthisposition.TheCulturalTrusthas
becomesubsumedintotheArtsCommissionactivities,whilewhenitwasestablisheditwastobeitsown
independentgroupnotlinkedtoanyindividualarts,heritageandhumanitiesorganization.TheTrustisaboutarts,
heritageandhumanities,andthedirectorneedstobeabletogrowthatimageandthatreality.
251
Balancingboarddynamics.Helpinganappointedvolunteercommissionprovidepolicyinsightswhileprotectingthe
effortsandexpertiseofstaff.Helpingallstakeholdersfindtheirappropriatepower,impactandrelevancyinmoving
artsandcultureforward.Overcomingarelativelytoxicenvironmenttorealizeprogress.
252
ThekeytosuccesswillbetodividetheCulturalTrustandOACexecutivepositions.Tryingtocreateonepositionisa
losingproposition;ajobinwhichnoonecantrulybesuccessful.TheCulturalTrustEDshouldbesomeonethatcan
navigatepolicy,focusonbuildingthetrustusingallavailablemethodsandtools,andbuildingstakeholder,
contributor,andpublicawareness.Oneindividualworkingundertwoboardsandathirdpartywiththeabilitytohire
andfiremakesnosense.Thisisajuncturethatoffersapossibilitytorightawrongandsteertowardacourse
correction.lwouldbeproudofastategovernmentthatwouldrecognizethevalueininvestingintheartsthis
energetically.
253 Funding,maintainingorincreasingfundingtomorefullyservethestate.

Morefullysupportingculturalandartneedsoftheentirestate,notjustthePortlandMetropolitanarea(understanding
themanylargeculturalgroupsarebasedthere).
254 HowcanthechangingculturallandscapeinPortlandconnecttotherestofthestate?

Howcancommunitieswithdifferentneedsshareartsresources?

Howcanthestatesupportchangesanddevelopmentinartseducation?
255
Makingtheartsandartsissuesfarmorecentraltopolicyconsiderationsinstategovernmentthantheyarecurrently
isn'tpossibleunderthecurrentmanagementstructure.ThenewEDshouldmakeitherprimarybusinesstoadvocate
forbigchangesinthestructure,firstandforemost,tocreateanactualartspolicy-makingpositiononthegovernor's
staff,standinglegislativecommitteesthatinvolvethearts,andregularconsultationswithstakeholdersinthearts--
artists,artsorganizations,patrons,foundations,teachers,audiences,andthegeneralpublic.
256
funding,theabilitytohelpbringartdevelopmentandsupporttothosewhoareontheedgeoftheartworld,pushing
theboundaries.
257
Recognizingtheneedforgreaterinclusionofwomenandminorities,developingstrategiestobroadentheir
participationinfinearts,anddevelopingpublicsupportfortheirfullinclusion.
Page 33 of 73
258
Stategovernmentisveryfocusedonjobcreation,businessdevelopment,andcommunityquality.TheEDneedsto
beabletochangethestereotypedviewoftheartsandculturalactivitiesasnotconnectedtothesegoals.

Healingandunitingtheartsandculturalcommunity.

Gettingtheartsandculturalcommunitytofocusonissues,prioritiesandprogramsinsteadofpeople,personalities
andpreviousconflicts.

Thefutureofartseducationisincrisis.TheartswilleitherbeincludedininstructionoftheCommonCoreStandards
ormarginalizedevenmore.Math,Englishlanguagearts,andartsteachersalongcannotfigurehowtoteachthearts
competenciesinthemathandEnglishcurriculawithoutguidance,facilitationandinvestmentfromsupervisors,
principals,superintendentsandschoolboards.TheArts&CulturalTrustEDmustfigureouthowtheArts&Cultural
Trustagenciescanhelp.AsimilarcircumstancepertainstotheSTEMmovement.ltwilleitherincorporatethearts
anddesign,asintegraltoSTEMsuccess,orfurthermarginalizethem.Again,arolefortheArts&CulturalTrust
agenciesiscalledfor.
259
HavingenoughresourcesandsupporttoeffectivelysupporttheOCT.
260
Giventhechallengesofoperatinganartsorganizationtoday,it'sessentialthatthenewEDappreciatethese
challenges.lnthegrantpanelprocess,theEDshouldbeawareofandcommunicatethevalueandcontributionsof
theartsorganizationsapplying.
261
Thenewdirectorwillneedtore-establishtrust.
262
Fundingistheprimarychallenge.Primarycriticalissueisthere-establishmentofartseducationintotheK-12core
curriculum.Criticalissueisthedemiseofartsorganizationsthroughoutthecountry.Astheleaderofthestatearts
organizationthisindividualmustbeavocalchampionforartsorganizations.
263
lncreasingpoliticalandcorporateapathytowardthearts.
264
Gettingmoremoneytolargerartsorganizationswithinthestateasthesearethegroupsthatoftensupply
communitieswitheconomicdevelopmentpotentialfromtheirperformanceactivitiesandprovidemanyteaching
artistsfromwithintheirranks.
265
Thecommissionshouldknowthisbetterthanthepublic
266
ContinuingthesuccessestheOACandOCThaveplayedinmakingOregonagreatplacetobeanartistandbean
artspatron.
267
Thereisahugedisconnectbetweentheculturalandcreativerichnessofourstateanditslowprofileinpublicpolicy
anddiscussion.Wearegoingtolosewhatgroundwehaveinthecreativeindustryandattractingbusinessesand
workerstoourregion.Ourlousytaxsystem,compression...theseareissuesthatwon'tberesolvedquicklyoreasily
soweneedaleaderthatcanfindcreativewaystobothfundtheseendeavorsandelevateawareness.Wesaywe
lovetheartsandcreativityinOregon-butnoneofouractionssupportthat.
268
Re-establishingtrustandconfidenceafterthepoorlyhandleddismissalofthepreviousdirector.Securingfundingto
buildstaff,particularlyattheTrust.Fosteringentrepreneurialspiritinastatebureaucracy:theTrustisaretail
operationandtheCommissionneedsmoreoutreach.Raisingthecommunicationsprofileofbothagencies.
269
Naysayers.
270
Dwindlingartsfundingincorporate/privatesectorvs.continualgrowthinnumberofartsorganizationsclamoringfor
funds

Despiteartstaxsuccess,artsinschoolsstillanurgentneed

What'stheobligationofmajorartsfunderstosupportbiginstitutionalartsorgswhoareresistantto
change/adaptationtonewmarketing/financialrealities,vs.smaller,scrappier,lessexperiencedartsorgswhoare
doingmorewithless?DoweowetheBigFiveheftyoperatinggrantsevenwhentheyarecarryingsubstantiallong-
termdebtorwouldthosefundsbebetterservedencouragingflexibility,innovativenewideasandadaptabilityamong
smallerorgs?lt'sacomplicatedquestionandldon'thavetheanswertoitbutparticularlyinPortland,it'samatter
worthyofseriousdebate.
271 Focusingonimprovingartseducationacrossthestate.

Focusingonimprovingorganizationalcapacityforsmallandmediumsizedorganizationsacrossthestate.

Focusingonmappingsectorassetsandgapsacrossthestatetounderstandtheentirescopeofartseducationand
artsservicedeliveryacrossthestateforthepurposeofstrategicallyplanningtheworkoftheOACandtheOCT.
Page 34 of 73
272
Strategy.Strategy.Strategy.AlotofthemissingstrategywasthatOACinparticular(theTrustisanotherthing)
wouldchoosecriticalvendorsinascattershotway...somecriteriabasedon"nationalreputation"andsomebasedon
"whoeverresponded".Themissingelementwasacommonlyunderstoodstrategythatcouldbeimplementedby
combinationofstaffandexternalvendors.

ThelackofstrategynegativelyaffectedexecutionofevennormalOACactivities.
273
l'daskChrisD'Arcythatquestion,forspecifics.whowouldknowbetterthanshe?Theshortanswer:state
bureaucracystrivingformediocrityinanarenaoforganizationsstrivingtopresentOregonasanelite(asinthebest,
notasinprivileged)culturalcenter.

TheCulturaltrustmustbedefendedfromthegreedyneedsofthelegislature'sbudget.

Finally,knowthequirksofOregon.Oregoniansarenotasprovincialaswesometimesliketoimagineourselves.
ManyofOregon'svenerableartsorganizationsandartistsbetterknownoutsideofthestate'sboundariesthanthey
arewithin.That'saproblemworthyofconsideration.
274
Funding.Technology.
275
NegotiatingrenewedpublicinterestinOAC/OCT'splaceaspartofBusinessOregon.
276
ThenewExecutiveDirectorwillneedtohelpfacilitatedialogfortheTrustandCommissionsothateachbodyisable
tohavecleargoalsinareaswherechangewillimprovetheorganizations.
277
Repairingrelationshipswithleadershipandstakeholdersafterpoorlymanagedtransition,keepingthearts
commissionontheforwardedgeofpolicythatsucceedsinmovingtheneedlewithveryfewresources
278
OntheArtsCommissionside...
Needforsustainedandincreasedfunding
Maximizingtheuseanddistributionofthesefunds
lnternally,lackofcommunicationsexpertise

OntheTrustside...
lnternally,lackofcommunicationsexpertisedespitehaveastaffpositionforthisrole

lngeneral...
Continuedconfusionintheartscommunityandbeyondastowhybothorgsareconnectedtooneanother.
279
RebuildingthetrustthathasbeenlostduetotherecentupheavalinthewaythatthepreviousDirectorwasreleased.
280
Workingefficientlyandeffectivelywithtwoboards;representingtwocompetinginterests,understandinghowto
navigatethebestinterestsofartsandculturewhilewearingtwohats
281
lncrediblearrayofcompetinginterestsandpersonalitiestoplease.
282
Navigatingcomplicatedorganizationalstructureandoversight-conveyingaclearmessagetodiversestakeholders.
Maintainingpoliticalrelationships.
283
Sophisticationthatisfair...see#2Theartsinoregonhaveenjoyedasurgeinnational/internationalprominence
andweneedtomakecertainthattheOAChelpsrewardtalentsoitsataysinOregonasitshomebase.Thisisa
globalinternationalmarketplaceandalotofentrenchedregionalismisoffputtingtothenewinternationallyminded
talentwhohasgrowninOregon.

lEunderstandculturalexportsasacrucialroleoftheOAC'smission
284 Supportingmoreintheartstohelpmakeallartistsmore productiveandgobeyondthegoalofhelpingtheartstobe
more'appreciated'......sorry,thatisalittletoweakforatruegoaltopursue(howtoyoucreategoalsandmeasure
objectivesfromthat?).

WhileK-12ArtsEducationfundingisarealissue,itiscriticalthatissueshouldbeintheEducationDepartmentand
withproperlegislativefunding.
285
Findingnewfundingsources
286
Diversityisintenselylackingintheartsandculturefieldnationally,aUniversityofTexasatAustinsurveyof400arts
organizationsnationallyfoundlessthan3%ofartsorganizationsintheU.S.includedBoardmembersfromfirst
nationspeoplesandmostartsorganizationboardsare90%whiteevenwhenthatinnowayreflectsthediversityof
thecommunitiestheyserve.lnOregon,thereisahugedividebetweenurbanandruralpeople,peopleofvarious
incomestratasandrace/ethnicity.Apushtowardsinclusion,diversityandequitablefundingisatallorderyetsorely
needed.
Page 35 of 73
287
limitedrevenuebaseduetoruralnatureofthestate

historyoflackofsupportforthearts(rankingof48thorwhateveritis)
288
lthinkthepoliticalenvironmentwhereevenPresidentObama,whilesupposedlybeinginsupportofthearts,makes
statementsdenigrating,forexample,"ArtHistoryMajors"asirrelevant.
289
Currentlythereisseentobealackofresponsivenesstotheconstituencies.Additionally,therehasbeenalackof
visionandpurpose.Thereneedstobeastrongleaderwhowillberesponsive.
290 Case-makingtodecision-makers.Howcanthispersoncontinuallydemonstratetheimportanceofcultureinterms
thatnon-culturefolksrecognizeandvalue?

ThenestedrelationshipbetweenArtsCommissionandOCTisalsoachallenge,butitisrelatedtotheneedto
conveyacapaciousunderstandingofcultureandwhatitincludes(arts,humanities,heritage...)
291
Falloutfromthepreviousfall-distrustofstategovernment,oftheprocessbywhichChrisD'Arcywasfired,concern
forthefutureoftheCulturalTrust.Divisivenessbetweenstakeholders.Dissentordiscontentamongboardmembers.
Marginallyempoweredstaff.

Page 36 of 73
# ResponseText
1
Mustbeabletogarnerthetrustofthecommunity
2
Thattheywillbeapproachableandthattheywillpleasantlysurprisemewiththeirideas.
3
Workcollaborativelywithamultitudeoforganizationsandvalues.
4
Thattheywillbesmart,delightfultoworkwith,andaccessibletoeveryone.
5
Extremelyhigh
6
lexpectthepersontorecognizetheimportanceofmostprogramsthatarealreadyinplace,whilesimultaneously
creatingavisionthatwilladvancebothorganizations.Acceptanceandimplementationofnewideasisimportant.
7
Tobeaccountabletoourcoalitionsandtobeinterestedinwhatwearedoingonthelocallevel
8
Lookforadynamicindividualthathasexcellentfacilitationskillstoworkwithallentities.lfthispersonistobethe
samepersonthatleadsOAC,thenroles,differences,expectationsneedcleardefinitionsobothgroupsaren'tseen
asactuallythesame.

(Thisiswhylwonderwhytwoindividualsaren'tbeinghired...andiftheywerethentheCTindividualwouldworkwith
OACandOAAEtoseethat"ALL"thatspeakstothearts,culture,humanitiesofOregonarebroughttogethertowork
togetherforthegoodofallOregonians.)PresentlyOACisfundedbyworkforcedollarsandrepresentsartistsand
non-profits,artsorgs.PresentlyOAAEhasnotfundingotherthandonations/grantsandrepresentslicensedarts
educatorsinourOregonschools.TogethertheydorepresentALLrelatedtoartsandcultureinthestate.
9
Vision,leadership,aclearsenseofmission,willingnesstotakerisks.Thispersonshouldbeinconstant
conversation,witharangeofconstituenciesandinstitutions,butlookbeyondthebordersofthestatefor
opportunitiesthatchallengethestatusquo.
10 Goodlistener.

Dynamicdecision-maker.

Abilitytoworkwithdiversepopulationsandorganizations.

Articulate.

lnspirational.
11
Diplomacy,passion,reason,andanunwaveringinterestinthefutureoftheartsinthisregion.
12
Myexpectationsaregoodleadershipandfairnesswithclearcommunicationwiththecommunityandtheboardtobe
theutmostimportanceintheroleofthisposition.Also,thispositionshouldbeheldbyadynamicpersonwhocan
identifyandworktoacquireadditionalfundingchannels.
13 Accessible;

Beabletothinkrightbrainandleftbrain-Art/Culture&NumbersandStrategy

Compassionateyetasticklerfordetails
Page 37 of 73
14 Overtheyearsl'vebeenaskedformyopinion.lwasappreciative--butdidn'tfeelultimatelymysuggestionswould
makeadifference.Some,outrightcampaignedformajorprizes.lthinkweneednewguidelines.ltisnotaboutvotes,
butthecaliberoftheworkandhowithonorsthestate.

lhopel(andthemany)willbeaskedagainwhohascontributedmost--whetheritisalaureate--or,

awinnerofoneoftheawardsgivenbyOR.LiteraryArts.Or,masterscitedineachdiscipline.Someofthegreatest
artistsofthisregionwereneveraccordedthecitationstheydeserved.EventheAcademyAwardsdoesbetterthan
this.Outsidersshouldjudgetheseoutstandingcontributors--notasmallcoterie.Certainlynotbypopularvoteofa
newspaper.

Aboutthenewsletter:Fewerwords,moresaid.Anoutstandinggraphicdesigner.Thevoiceofthenewexecutive
directorshouldmakeitseemthather/hisdoorisalwaysajar.

Thegovernormustplayarole.Heseemsinclined,yetnotenergized.
15
Apositive,dynamicleaderthatcanmakeacaseforwhytheartsmattertoeveryone,notjustartists
16
abilitytoincluderuralcommunities
17
Liketeachingorotherartsrelatedfields,thisisnotajobthatonetakesformoney.lexpectthatcandidatetohavea
sinceredesiretopromotetheartsandthewillingnesstostaycurrentoneducationaltrendsandartseventsand
activities.
18
TomaintainanddeveloptheTrustsothatitcanbesustainablelongintothefuture.
19
Vision,competence,anddedication.
20
ThenextEDneedstobesavvyaboutstatewidepartnerships,especiallywithallOACstrategicpartnersandallOCT
partners,andreachout/regularlymeetwithsuchorganizations,whichthuscreaterealpartnershipsandserveall
Oregonians.ManyoftheseorganizationsprovideservicesthatOACandOCTcannotprovideandrelyontheir
partnerstoprovide.Promotingpartnersprograms/grants/resourcesonbothwebsites(asOAC/OCTprograms,not
justpartnerships,sothatconstituentscaneasilyfindsuchresources)iscriticalforOCTandOACoutreachto
nontraditionalandunderservedaudiencesandconstituents.
21
lt'salwaysnicewhenanorganizationseemstowanttohelpyoufindfunding(reviewingyourapplication,giving
feedbackonwhyyoudidordidnotreceivefunding,beingaccessible)insteadoflookingforreasonsnottofundyou.
22
high.Oregon'seconomyisontheupswing,andthisshouldhelpcreateapositiveenvirnonmentforgrowthofthe
art/culture-relatedprograms
23
lexpectthenewEDtobesomeonewhoisopentodialogue,whoispassionateabouttheartsandculture,andwho
understandsthesocial,intellectual,emotionalandeconomicimpactofthearts.Someonewhocanunitearts
organizations,andculturalorganizations.Someonewhocanfurthertheloveoftheartsthrougheconomicand
intellectualaccess.
24 lwouldliketoseetheArtscommissionbecomemuchmoreaccessibletoordinaryworkingartists.

Thereisatendencynowtorewardtheoneswhoarecreatingforshockvalueonly.
25 Extremehonestyandintegrity.

Creativeandinnovativethinking.

Grassrootsstylecommunicationandcollaboration.

Anappreciationforthetraditionalcultures,arts,customs,andcommunitieswhichstillexistinOregonbutarein
dangerofextinctionandcouldprosperwithattention,commitment,andfunding.
26
Competence;Vision;Honesty;Openness;Dedication;Adaptability;Cool-headedness
27
Advocacyforartseducationatlegislativelevel.

Relationshipbuildingwithartistsandorganizationalleadersthroughoutthestate.
28
Thats/hegetstoknowtheculturallandscapeoftheentirestate(atoughremitforsomeonenewtotheregion)

S/hevaluespublicartsfunding(vs.neoliberalideathatgoodartisgoodbusinessandisselfsustaining)

S/hefindswaystobridgedifferentcommunities,regions,andgroupsintheState

lsn'tbeholdentoonediscipline;makesapointofknowing/valuingdifferentpracticesandtastes
Page 38 of 73
29 Tobeacollaborativeleader

Tobefair,just

Tostandforbothexcellenceandequity
30
Outreachtosmallcommunities.
31
Someonepersonable,diplomatic,collaborative,strong,articulate.
32 Enthusiasm

Riskmanagement
33
Strongcommunicationskills.
34
Backgroundinstudiesthatprovehowvaluablearteducationistochildren
35
Tobevisibleandaccessibletocommunityleaders,notjustinthearts.
36
lenvisionapersonwhoisastrongleader,agoodlistener,aclearmindedandefficientadministratorandisopen
minded.lwouldliketoseesomeonewhoisnotpartoftheoldguardandisnotafraidtoupsetthestatusquo.
37
Allthequalitiesyoulistedinthefirstsectionofthissurvey.
38
l'dexpectopen-mindedleadershipandawillingnesstolistentoallvoices.
39
Thattheylooktoguide,morethanlead.Listen,morethantalk.
40
Diplomacyiscriticalinapositionsuchasthiswheretherearemanyideastoconsider.
41
Thattheywillbeatirelesschampionforthepowerofartsandculturetotransformlivesandtocreatemeaningwithin
anoftenchaoticandconfusingworld.ThattheywillpushforOregonartsorganizationsandartiststobeonthe
cuttingedgeoftheirdisciplines.ThattheywillbuildonPortland'sgrowingvisibilityasacenterofartandcreativity.
42
Strongleadershipandcommunicationsskills.
43
Strongleadership,fiscalmanagementandawillingnesstolistenandlearn.
44
Thispersonneedstoleadtheartsandculturalvisionstoalargercohesivesetofgoals.Theyneedtoprovidesimple
setofrulestokeepartandculturalchoicesinsideawelldefinedvisionatmaintainstheNorthwestsenseof
communityandloveofart.OregonisunlikeanyorStateintheUSwhenitcomestoartandculture.Weseemo
understandjusthowimportantartisinanormalculturalandcivilizedlife.And,eventhough,therearefolksoutthere
thatcaneasilyignoreallofOregonbecomingfuturethinkingandstronglycultural,(duetothepersonalcosts);most
peopleknow,ifwearekeepmovingforwardtowardabrightfutureinthe21stcentury,wemusthaveacohesiveset
ofgoalsthataremosteasilygaugedbytheartthatisputforwardtothecommunity.
45
Tofirstconnectwiththebroadestpotentialaudiencesratherthanalimitedpotentialdonorpool.
46
no
47
ThepersonneedstobeascomfortabletalkingwiththeGovernorandapresscorpsass/heisspeakingwithachild.
Thepositionneedsanebullientadvocateforthearts-acheerleadercapableofraisingexcitement,notabullywho
shamespeopleintogiving.
48 Thesearemywishes(notexpectations):

1)Offermoregrantstoindividualartists

2)Offergrantstopromisingfledglingcompaniesthatarestrugglingtogetofftheground,notjustthecompanieswho
havebeenaroundfordecades.
49
Tobefamiliarwiththecreativeprocessandexperience.
50
Makeitclearthatthey'refromhere,ofhereandalreadyunderstandus,thattheywon'tbelearningOregononthe
job,thattheydidn'tformtheirimpressionofourstatebyreadingtheNYTimeseverySundayforthelastfiveyears.
SomeonewhojoggedatrailbytheriverafterstayinginaPearlDistrictcondo,thentookinoneshowattheSchnitz
andadinnerattheHeathman...l'msorry,that'sjustnotgoingtocutit.ltwouldbegrandiftheypossessedan
honest-feeling,non-BSwayofbeingfriendlyandfirminthepublicsphere,notaglad-handingpoliticiantype.lna
way,yourdirectorwillendupbeinglikeanelectedrepresentativeofthedistrictcalledArt.:-)Wedon'treallyhavea
collectivepublicface.
51
N/A
52
Createanorganizationwherestaffworktogether,theyrespondtoinquiriesandarecourteoustothepublicmaking
surethatallunderstandtheimportanceofrespondingtothepublicregardingCommissionactivities,grantsand
waysthepubliccanbeinvolved.ThisisaStateagency.
53
seequestion3
54
Comevisit;participateinsmallerculturalcoalitionsupportedeventsbeyondtheurbanprograms.
Page 39 of 73
55
Thatsheorhewillemergeasarecognizedleader.Thatsheorhewillshowupatevents-notjustmajoronessuch
assymphony,ballet,majortheatergroupsetc.,buteventswhereaspiringartistswilllikelybeapplicantsforfunding
atsomepoint-literaryreadings,danceperformances,musicoutsidethemainvenues.inotherwordsthattheperson
willbecomefamiliarwiththeartscommunityatalllevels,notmerelyatthetop.
56
Workwellwithhis/herteamandbenice.
57
AfairandbalancedrepresentationofallartistsandalldisciplinesinthestateofOregon.
58
Adventuroussupportprogrammingthatrecognizesthepublicsectorcannotdoeverything,butishumaneand
progressiveinthechoicesofwhattosupport.

Extensivefundingcollaborationswithotheragenciesoutsidethearts.

Expandtheenvelopeoftypesofinvestmenttheagencycanmake.MostSACsarestuckinprehistoricformsofgrant
making,andseemtoknownothingaboutcontemporaryphilanthropicequity.

Recognitionthatadaptivechangeinthesectorrequiresacarefullybalancedmixofstrategicfundingandchange
management-therefore,publicagencieshavetobecomedeliverersofservices,notjustgrantmakers,andneedstaff
versedmoreinmanagingchangethaninadministeringgrants.

Anavidinquireraswellasadvocate-inquirycreatessharedownershipinthemovement,advocacydoesnot.
59
Difficulttosay.lt'sacomplexjob,withsomanycommunitiestorepresent
60
Willingtochangetheartsfundingpattern
61
Clear,Visibleleadershipqualities.
62
UnsureconcerningtheincomingED.ButamreallyconcernedabouttheexpectationsoftheBoardconsideringthe
resignationofquiteafewmembers.
63
Smart,politicallyastute,personable,artandcultureknowledgeable,ateamleaderandcommittedtoprovidingarts
andculturalorganizationsandtheculturalcoalitionswithtrainingtoallowthemtobetterfulfilltheirmissions.
64
Afamiliaritywiththechallengesfacingartistsstatewide.
65
Beavisibleleaderinthestate,seekingoutwherethenew,vibrantactivityisoccurring,andinsuringtheyare
supported.
66
lwouldliketoseeaboldvisionarywhoisn'tafraidtolead.OnewhomakesrealeffortstoreachoutofPortland.Oh
mygod,thestateisbiggerthanthat.lwouldhonestlysaythatthatpercapitathereismoresupportforand
recognitionofartistseastoftheCascadesthenthereissouthofPortland.
67
Tocontinuethesensethateventheleast-knownartistisrecognizedasvaluableandimportant.TheOAChasfelt
accessibleinthepast,anditwouldbegreattoseethiscontinue.Anorganizationisaboutallthethingsyoulist,butit
beganasahugesupporttoindividualartistsandsmallgroups.
68
lwantthispersontobeaccessibleandviewmyorganization,whichissmall,asequallyimportanttoourstateasa
largerorganization.
69
lwouldhopetheEDwouldunderstandthediverseculturalenvironmentsthatexistacrossthestateandwould
considersmallorganizationsequallyimportantasthehigh-profileartsagencies/individualsinmetropolitanareas.
70
Theyshouldnotbeabovetheorganization.TheE.D.shouldbeintegratedintotheorganizationsothattheir
decisionsenhancetheorganization'sfunctioning,andtheorganization'sdirectioninfluencestheirdecisions.
71
Leadership,diplomacy,enthusiasm.
72
Dynamicindividualwithcharisma,teambuildingandpoliticalsavvy
73
Tobeinspirationaltotheartsorganizationleaders.
74
Accessibility,abilitytoarticulateavisionandplanofactionforsupportingthestate'sculturalactivities,commitment
tothevalueoftheartsforallcommunities.
75
Spendayearlearning,listeningandmakingconnections.Bereadytotakeapunchonthenosefromtheorthodox.l
expectthesuccessfulcandidatewillbreaksomechinabutwillnotdisrespectthe1strateinstitutionsthatformour
strongconfederationofcreativefolk.
76 AMUCHbettergraspoftheneeds,desiresandexpectationsofthecreativesectorsinOregon.

Demonstrate,tangibly,thatallsectorsareequallyeligibleandlikelytoreceiveTrustfunding,notmerelyTheMajors.
77
AresourceforOregonartsorganizations.
78
Communicatorwithexperienceinartsandculturalactivities
Page 40 of 73
79
Thattheyruntheorganizationwithrespectfortheirstaff,respectforthecommunityandagreatloveofthearts--all
arts.
80
1.Bedynamic
2.Communicatewithurgency
3.Bealeaderandalsoateamplayer
4.Beinnovative
5.Bestrongatrelationshipbuilding
81
l'dlikethispersontobeacreativethinkerapproachingherorhisworkwithinnovativeideas.Thispersonshouldbe
approachableandrepresentthethevaluesheldbyourOregonstakeholders.
82
Abilitytomakevolunteeringanddonatingapositiveexperience.
83 Delegatestostaffandallowsthemtobringtheirexpertisetobearontheagencies.

NetworkregionallyandnationallytobringstatisticalresearchandemergingbestpracticestoOregon

UnifydiverseOregoniansunderstrongandsimplemessagingabouttheimportanceofartsandcultureinitiatives
84
lfitisn'tbroke,don'tfixit...itisn'tbroke.
85
Approachableandpersonable;anvisibleandpositiveadvocateforartsandartists;politicallysavvy;understands
Oregon
86
Strongcommunicator.ClearthattheroleisNOTaprogrammingrole.
87
TotraveloutsidethePortland-Salem-Ashlandcorridorinsearchofqualityandvisionaryartistsandcommunities.To
removetheblindersof"NewYorkistheartmecca"and"MFA=quality".
88
Highlyvisibleandaccessible

Supportiveofarangeofartsgroupsnotjustthebigdogs!

Regionalsensitivity

Collaborativeleadership

Openandnonconfrontational

Creativeproblemsolver

Excellentinterpersonalandsupervisoryskills...acompassionatemanagerandleader

Trustinstaffandnotamicromanager
89
Leadership,abilitytohelppromoteOCT'svisibility,innovative
90
Tobealeaderineverysenseoftheword-afairmanager,dynamicspeaker,convener,problemsolver,visionary,
motivator,andaccessible.
91
lexpectthispersontoprovidesubstantialstrategicdirectionforbothOACandforsubsidiaryorganizations.
92
Accessibility,competence,abilitytoinspire.
93
Appreciationofthebroadspectrumofartsandculturalissuesfromapersonalandbusinessperspective
94
Anopenmindastodifferentmedia.
95
Agoodlistenerlookingfordynamicideasandofferinghisorherown.
96
Thispersonmustbepoliticallyastuteincomplexorganizationalandpublicpolicyenvironments.Then,when
strategiesareestablishedandchoicesmade,thepersonshouldhavetheskillandtemperamenttoimplementthem
withoutmakingunnecessaryadversaries.
97 Beintouchwithartsorganizations,artsjournalists,andartistsandfindoutwhattheyneedtobringtheirartto
audiences.

BeintouchwithaudiencesandfindoutwhattheywanttoseefromOregonartists.

AdvocateforfundingfromtheLegislatureandmakethecasethatartsfundingisprovenworthwhileinvestmentin
Oregon'seconomy.
Page 41 of 73
98
lwouldhopetheyhavethediscernmenttokeeptheprogramsandproceduresthatareworkingwellandbewillingto
eliminateorchangethosethateitheraren'tworkingwellorareproblematic/unsuccessful,evenifitrequiresradical
change.lalsohaveanexpectationthattheyseparatetheArtsCommissionandtheCulturalTrustenoughthatthose
ontheoutsidedon'tfeellikethetwoareoneentity.ThereisaperceptionthattheArtsCommissionisthe"favorite
child"oftheCulturalTrustandthatotherarts/heritage/culturalorganizationsoragenciesarealowerpriority.
99
Seasonedleader
100
Strongnationalartsleadership,broadunderstandingofcontemporaryart,passionabouttheroleofartseducation.
101
Strongandvisibleleadership.TheabilitytoputOregononthenationalculturalmaptothesamedegreethatD'Arcy
wasableto.
102
Aleaderwhohastheabilitytorallysupportfortheimportanceoftheorganization.Notonlytohelpmaintain
importantculturalorganizationsbutprovideseedstofosternewgrowthandopportunities
103 lnspiringleader.

Responsivetoinput,andacts/followsuponthatinput.

Allowsprogramstafftoruntheirprograms,withguidanceratherthanmeddling.
104
ldoubtthatyouwillfindanyonethatcanfilltheshoesofChrisD'arcy.Justreadwhatyouwroteinyournewsletter.

"CulturalTrustexecutivedirector,for19yearsofdedicatedandtransformationalservice.AmongD'Arcy'smany
accomplishmentsduringhertenurewerethecreationoftheArtsBuildsCommunitiesprogramandthedevelopment
oftheOregonCulturalTrust."
105
Clarityandvision
106
Honesty,avocabularyconducivetocommunicatingwithseveralstrataofthegeneralpublic.
107
lexpectthepersontobeanadvocatefortheartsandtobeknowledgeableaboutthedifferenttypesofartsand
resourcesavailable.lalsoexpectthepersontoshareresponsibilityandleadershipwithothervestedpartiesand
members.Communicationisvitaltothesuccess,strength,andcontinuationoftheArtsCommission.
108
Dynamic,passionate,caringindividualwhovaluestruediversityandworkstowardequity
109
Goodcommunicator-Abletoarticulatethemissionoftheorganizationandwhattheycandotohelpusasanarts
organization.NeedstobethefaceoftheartsinOregon.
110
Tobeanadvocateanddrivingforceinsupportofartsandcultureopportunitiesthroughoutthestate.Tobeanactive
participantinstrategicplanningforartsandcultureinitiativesinOregon.
111
fairness
112
ThefaceandvoiceofartsinOregonshouldbepassionate,well-spoken,approachable,greatatrelationship-building,
andshouldbepoliticallysavvyandexperienced;aleaderwhounderstandstheimportanceofbuildingastrongteam
aroundthemtohavethecompleteskillsandexperienceattheStateleveltoensureartsforallOregonians
113
Atminimum,tokeepfundingfortheartsfromdeclining.ldeally,increaseawarenessthevalueofartseducationin
meetingthestatedgoalsoftheArtsCommission.Supporteffortstousedataandresearchasanadvocacytoolfor
theimportanceofartseducation.

Activeparticipationatthenationallevelwithotherstatelevelartscommissionleaderstotakeadvantageoflearning
thatcomesfromcollaborationandnetworking.
114
Tobeknowledgeable,open,andcreativeinwaysapproachissuesandproblems.
115
Passionpersuasionnetworkcollaboration
116
Thattheydotheirjobandtakestepstogetartsbackinourschools.
117
Honesty,openness,awillingnesstobothleadandfollow,andanabsoluteabilitytoworkwellwithotherpeople.l
thinkastrongfundraiserandfiscalmanageriscriticalfortheforwardmovementofboththeartscommissionandthe
culturaltrust;theyshouldhavetheabilitytomaintainandsupportateamthatbuildsupontheirwork.Thenew
directorneedstoinspirenotreject.SheorhehasanopportunitytobethefaceofOregonartsandcultureandthat
personneedstorepresentawidevarietyofperspectives,cultures,opinionsandviews.Theycannotbeself-involved
orrigid;theyneedtobealeader.
118
Transparency,equitableengagementwithORartscommunities,andsoundleadership.
119
Accessible,visionary,creativethinker
120
lexpectthenewpersontobuildbridgeswithallartscommunities.
121
creativity,outoftheordinaryattitude,promoteartasanimportantaspectoflifeforstudentsofallages
122
Highenergy,visibility,trustbuilder,encouragerinallthings!
123
Clear,responsiveleadershipandaccountability.
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124
Leadership,vision,andtheabilitytotakewhatisalreadywonderfulaboutOregonArtsandCulturetothenextlevel.
125
lexpectthemtotakeontheissueofhealthcareinsuranceforartistsandthosewhoworkinartsorganizations,
particularlythosewhoworkindependently.Oregonservesasanationalmodelforlanduseplanning,andare
emergingasanationalleaderincoveringallourcitizenswitheffectivehealthcareinsurance.lexpectOACto
assumeresponsibilityforcraftingaplantocoverthesepeople,perhapsapooltheycanbuyinto,orastate-widepool
ofgrantfundstobeusedforhealthinsuranceforqualifiedlow-incomeartistsandartsorganizationstaff,awardedby
eligibilitynotcompetitiveapplication.lalsoexpectthisDirectortoaddresstheissueofeconomicequalityinOACs
distributionofitsresources,toexaminewhobenefitsfromitssupportandwhodoesnot,andtofindwaystospread
theartisticwealththroughoutthecommunity.Cheapticketsforfolksonfoodstampsthroughoutthestate?
126
lexpectthispersontolistenandspeaktheirmind.
127
DynamiccommunicatorandwillingtotraveltopartsofOregon
128
Tobethoughtfulandhonestandtothinkaboutwhat"arts"doforusasacommunityandwhatthosebenefitsareto
usallasasociety.Toprioritizepeopleoverprofitsandtheculturalgiftofthe"arts"overmerelybusinessinterests.
129
ldon'tknowenoughaboutit.
130
ThattheywouldleadthoughtfullyandbringinnovativevoicestothetableinordertoensurethatOregon'scultural
infrastructureevolvesinexcitingandsustainableways.
131
Knowledgeable,fair.NeedstoknowOregon,notjustPortlandorSalem.
132 Someonewithvision,influence,relationshipsandanopenmind

Someonewhocanberesponsivetotheartsandculturecommunity

Someonewhocan"speaktruthtopower"inapersuasiveandcompellingway

Someonewhocannavigateandappreciatethepoliticalprocess
133
Accessible
134
l'dhopethepersonwouldhaveacommitmenttosupportingbothartsorganizationsandindividualartists,thatheor
shewouldshowimagination--notjustmanagerialskills.Notleast:thepersonshouldhaveapassionforthearts
andhavethoughtabouthowartenricheslife(with"enrich"meantinsomethingotherthaneconomicterm).
135
Tobedexterous,agreatcommunicatorandfacilitator.Tobeavisionary.
136
Fairness;engagement;leadership;"summits"thatareactuallyuseful.Reachingouttocommunitiesfor
recommendationsforevaluatorstoserveongrantpanels.
137
Theyhaveagreatsenseofhumor-afterall,it'sagovernmentjob!
138
Continuetodevelopanorganizationthatnurturesthearts;developastafftodothesame.
139
Goodleadership,clearcommunication,deepunderstandingandlifelonginvolvementinthearts(preferablymore
thanonediscipline)
140
strongleaderbutabletogetalongwithalldifferentkindsofpeople.Alsosomeonewhokeepscurrentinthearts
world.lwasverydisappointedthatthepreviousEDdidnotregularlyattendartsevents.Howcouldyoupossibly
knowwhat'sgoingonintheartsifyouaren'toutthereattendingartseventsregularly.
141
lwishthemthebestofluck.Truly.
142
Visionandleadership
143
Honestyandintegrity
144
Agreatleader.
145
Beabletospeakplainlyandeffectivelyaboutthevalueofart.Beseenasaknowledgeableleaderfortheartsin
Oregon.Beabletorepresentandadvocateforunderservedpopulations.Fosterinnovation.
146
lexpectthenewExecutiveDirectorwillneedtoconnectwithorganizationandcommunityleaders,statelegislature,
andnationalcolleaguesinthefieldofstateandregionalartsagencies.lnaddition,theywillneedtocultivate
individual,corporate,foundation,andfederalfunderstoensureahealthyrevenuestream.Thispersonwillalsoneed
toeffectivelymanagetheorganizationbudgetsandleadstaffintheirprogrammaticandgrant-makingefforts.As
such,thenewExecutiveDirectorwillneedtobeabletocultivateandmanageasolidteaminordertoeffectively
delegateresponsibility,astheroleistrulytoolargeforonepersontomanage.
147
AbroadfocusandhighlevelofcommitmenttoOregon'svariedculturalentities.
148
Friendly,outgoing,withlower-incomepeopleinmind.
149
Workamongandacrossmanyarts,cultureandheritagestaekholdersintheState--formandutilizealliancesand
partnershipsforstrengthinnumbers.
Page 43 of 73
150
Tobehighlyknowledgeableaboutallartsandcultureorganizationsinthestate.ltwouldbewonderfulifthenew
directororatleastrepresentativesontheirbehalfcouldactuallyattendtheeventsormeetthestaffofthe
organizationsthatapplyforfunding.lthinkit'simportantthatsomeoneatOACseeourworkfirst-hand.
151
TotrytounderstandandbecomefamiliarwiththedifferentcultureswithinOregonandthelargerPacificNorthwestto
beabletotakearegionalperspective.lthinkthatthereareopportunitiesforjointgrantapplicationsthatcrossstate
boundariestoachievelargegoalsthatbenefittheregion.
152
BethebestpossiblestewardofOregon'sartsandcultureandletpoliticstakeabackseat.
153
Accessible,fair,open-minded.
154
BasedonOregonpolitics...none..
155
lexpectthenewdirectortoliveinSalem.
156
Practicality.Colleagiality.Willingtocontributetotheoverallhealthofthefield.
157
lwouldconsiderthispersontobeastrongadvocateforartists,helpingthemexpandtheiropportunitiesandmakea
livinginOregon.
158
Theyaregoingtoneedtobeabletosecurelegislativesupportoftheculturaltrust,secureconfidenceinthepartof
donors/taxpayers,andmanageawellrungrantprogramthatsupportsartsandcultureinOregon.
159
TobevisibleatthelargeandSMALLartseventsthroughoutthestate.
160
Fairnessintheselectionprocess(awardinggrants,fellowships,etc.)andeffectivecommunication.
161
lntegrityonalllevels.lnterestinruralareasofthestate.Collaborationwithelectedofficials,boardmembersand
stateartsorganizations.ToomuchfocusisplacedonthePortlandarea....reachingouttothestatewouldbevery
helpful.
162
Thattheybevisionaryonbehalfofthestate'sartsandculturecommunity,nothavebiasandbewillingtogotobat.
163
Thattheyholdtheartsandtheirpositioninsupportingtheartsastheimportantpositionitis.
164 ThattheyguidetheOregonArtsCommission staffandartsorganizationsintoaneweraoffundingandprosperity
withintheorganization.Continuationofthegroundworkthat'sbeendevelopedbyothers.

ltwouldbegreatifthroughoutthestateandtheUSthattheycouldbecomeafacetothisorganizationthroughtheir
innovativeideasandartspresentationthatwerefunded.
165
MostCritical-astrongandvisionaryleaderfortheroleoftheArtsinOregon.
166
Warm,heartfeltcommunication.
167
lhopethattheincomingDirectorwillbesuccessfulinsecuringandchannelingmorefundingtoartsorganizations
andensuringtheequitabledistributionofthosefunds.lthinkthatthereisroomforimprovementintheadministration
oflocalCountyCoalitionsthathandlegrantingfunctions.
168
LeadandincreasefundingforOregonartistsintothefuture
169
Diverseexperienceinbusinessandarts;andnotjustoneortheother.
170 *Abletoworkwithartsorganizationsofallsizes(and/ortrainstafftohelpwiththis)

*Ableto"manageup"(ie-workwellwiththeBoardwhoultimatelyhires/fires)

*PassionateadvocatefortheArtsinOregon
171
First,afterhis/herappointment,thathe/shewillassoonasispossible,conveneaseriesoflisteningforumswitharts
andculturalleadersineachandeverypartofthestate.Tomeettheleadersineacharea,andheartheissues,and
attendoneortwoartsorculturaleventsineach.Toestablishthathe/sheisnotPortland-norSalem-norl5-corridor-
centric,butratherisservingtheentirestate.

Second,longerterm,thathe/shewilltakeahardlookatthewayorganizationsareaskedtoapplyforfunding.
Whateverhappenedtothatsurveywealltook(withtheconsultantwhosenameescapesmenow),thatwas
presentedtotheCommissionatitsmeetingontheCoastlastyear?Canwefindasystemmoreequitabletoboth
largeandsmallbudget,wheresmallbudgetfeellikethey'rebeingrepresentedandlargebudgetorganizationsdon't
havetojumpthroughhoopsandusepreciousresourcesapplyingfor,andreportingon,6-7stategrantseveryyear?
172 1.Thats/hewillimplementfairpracticesfortheorganizationandbeleaderormodelforartsserviceprovidersof
goodtransparentgovernance.

2.Thats/hewillbereceptivetotheartsserviceproviders;participatebyattendingtheireventsandexhibitions;and
beopentoconversationswiththemabouthowtoimprovegrantapplicationsorstrategicdirection(theprevious
directorwasverygoodatthis).
173
ltwouldbewonderfultohavesomeonewhogivesequalimportancetothesmallercoalitionsandnotfocusonlyon
thePortlandarea.
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174
Beagreatlistener.HavepatiencewiththeprocessofgettingtoknowtheCommissionandTrust'scommunityandbe
ableto"course-correct"andadapttheirvisiontomeettheneedsofthestate.Bringavisionandbeflexible.
175
Anopennessandwillingnesstolearnmoreabouttheentireartscommunity,notjustthebig4
176
ThedirectorshouldhavemoreopportunitiestointeractwiththepublicservedbytheOACandOCT.
177
Fairness,transparency,experienceinvariousartmediumsandissues.
178
Seeanswertoquestion3.
179
Oregonhasbeenconsideredaleadernationallyinadvancinginnovativeandcreativeideasandthepreviousdirector
washighlyregardedbycolleaguesforherhardworkandthoughtfulapproach.ltwillbeverychallengingtofind
someonewhocanliveuptoheraccomplishments.

lexpectthepersoninthispositiontobearockstar.
180 Atminimumanannualvisit.lcouldgoyearafteryearwithoutseeingorhearingfromanyoneattheCommissionand
l'minPorltland!

Creativefundinginitiatives.WeneedtogrowtheCulturalTrustmoreordevelopotherfundingsources.

Someonewhocanmakeartsaprioritywithgovernmentalentitites.We'renotaluxury.

Someonewhocanmakethebusinesscaseforthearts;notjusttellthewarmandfuzzies.

Someonewhoisnota"yes"personbuta"letmetellyouwhy"person.
181
Tobearespectedadvocateforthearts,tohaveastatewidevision,andtobeabletoworkwithmultiple
constituenciestogetthingsdone.
182
Respectfulthoughtfulpersonalitywithabilitytodealwithagreatmanyissuesatonce.Abilitytobegraceunder
pressureandknackforcollaboratingwithmanytypesofpersonalities;somegood,somenotsogood.
183
Someonewhoworkswellwithmostpeopleandiswillingtolistentothem.
184
Abilitytounderstandlegislativearena,managecompetinginterests,establishcredibilityincirclesoffinancialand
politicalinfluenceandbeagenerallypleasantpersontoworkwith.
185
Thispersonshouldbeaninformationsponge.Theydon'thavetobefromOregon,buttheyshouldseemlikeone
aftersixmonthsinthejob.TheyshouldknowatleastalittlebitabouthundredsofartsorganizationsandOregon
artists,andthenamesofasmanyartsleaders.Theyshoulddemonstraterealinterestinwhatisgoingoninthestate.
Theyshouldshowupandbeubiquitousatperformances,atgalleryopenings,inmuseums.Theyshouldbe
incrediblyarticulatewithoutbeingslick,orrelyingontalkingpoints.Theyshouldhaveasenseofhumor.Theyshould
beagreatlistenerandagreatcommunicator.
186
Advocatingforallartisticdisciplinesandfacetsoftheartsequally.
187
Competence,professionalism,desiretodiversifyanddemocratizeartsfundingandopportunities.
188
BeawarethattheyareworkingforartsandcultureNOTthepoliticalentities.
189
Tobringvisionaryqualitiesandeffectiveleadership,andtomanagewithoutmicro-managing.
190
lwouldexpectthemtodosomehomework,SeeOregon,experiencetheculturalattractionsandevents.Meetingwith
thecoalitionstolistentotheneedsofthecommunities.
191
lamreviewingthesurvey
192
Openminded,creative,dynamic,effectiveandpersuasiveleader,abletoinspireconfidence.
193 abletohitthegroundrunning

abletodeploystafftousetheirtalentswisely

tobeveryvisibleinthecommunity
194
Decisive,attentive,organized.
195
Keepingtheartsattheforefrontofpolicy,andadvocatingformoreartsthroughoutthesystem.KeepingtheTrustis
crucial,butdemonstratingtherelevancyoftheartstolawmakersandtheOregonpublicisamust-do.
196
Thatthatpersonwillcommandtherespectandadmirationofcommunityandgovernmentalleaders.Westillliveina
worldwhereapersonlikeJohnFrohnmayerhadtoendupwritingabookaboutgettingoutofWashingtonalive--
figurativelyspeaking.lthinkofpeoplelikeKathleenCornettandJeffAndersonattheOregonCommunity
Foundationwhoknowtheplayersaroundthestate.lexpectthispersonwillknowthelayoutofthelandthatisthe
StateofOregonandthepiecesthatarewoventogethertomakethelargercommunity.
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197
Thathe/shewillputapositivenewfaceonbothorganizationswhichiswelcoming,collaborativeandforwardlooking.
AndthatthenewEDwillcreateapositiveculturebetweenher/himselfandthetwoBoardswithveryclearrole
definitions.
198
Thispersonshouldbeaccessibleandavailable,unbiased,toleadersofartsorganizationsthatdotheworkofthe
commissionandtrustontheground.
199
Strongadvocacyandinclusiveleadership.
200
WewanttoseetheminourcommunitywhenweareawardingTrustgrants,communicatewellifinvolvedintraining,
andbeavailable.
201
WorkforthesuccessoftheartsinOregon.
202 reachouttoalltypesofartsorganizations.Supportsmallerorganizationsandtheirgrowthnotjustlarge
organizations.

ProveninterestintheArts.
203
lexpectthispersontoadvocatestronglyforartsfunding,andtogatherstaffandpanelmemberswhoare
knowledgeable,informedoftheartsintheirareas,andcancutthroughthemeaninglessjargontosupport
organizationsthatareprovidinggreatartineveryareaofthestate,andtofairlydistributeawardsthroughoutthe
stateratherthanthePortland-centriccurrentdistribution.
204
lthinkmyexpectationsareimplicitinresponsestoquestions2,3

Apartfromthat,lwouldassumeandexpecttheusualcourtesyofreachingouttocolleaguesandlocalartsleaders
likemyselfwithinfirst30days.
205
Amastercollaborator
206
Clarityofthinkingandfocus.
207
veryaffable,intelligent,abletogetalongwellwithall,non-judgemental
208 TobemorevisibletotherestoftheState.TheyneedtogetoutofSalem,traveltotheRuralOregon(theReal
Oregoninmyopinion)andtalktovariousarts&culturemanagersaroundthestatetofindouthowtheycanhelp
savebothartsandculture/historyfromdecliningsupport.

lhaveworkedinrural(Southern)Oregonsince1986(tookjobmovefromPortland)andquicklydiscoveredthat,
whileruralOregoniansdopaytheirfairshareofState&Fedtaxdollars,the

amountthatreturnsisnotequaltowhatPortland,SalemandEugenereceive.ltscalledeconomicinequality-
environmentalistsinthe3aboveciteshelpedshutdowntheloggingandmillsandtryingtosurviveontourism
economyisdifficultatbest.Bepartofthesolution-nottheproblem!
209
ThatallofOregonwillknowwhotheexecisandhe/shewillhavegreatcredibilitythroughoutthestate.And,thatthey
will,inshorttime,,understandthenuancesofofposition.
210
Toprovideoverallleadershipinacompetitiveenvironmentwhilelisteningtoallsides
211
Tobetrulyinvestedinthearts
212 FRlENDLY,commonsense,leader.

Livebyanhonestvaluecenteredphilosophy.Nomorerulesforthe"special"artsorganizationsandtherestget
nothing.BeSTATEWlDEthoughtful.

Beseenbythepublicbeengaged.

Mybiggestexpectationistocleanhouseandgetpeopleintheartscommissionandthentheboardneedstocleanits
ownhouseinsideofatwoyears.
213
OregonHumanitieshasanewanddynamicdirector.lwouldexpectthenewOACdirectortoworkcooperativelyand
collaborativelytothebestinterestofthewholeculturallifeofOregon.
214
Greatcommunication.Adeepbeliefthatsustainingtheexistingculturalassetsinthethestateisasimportantasthe
developmentofnewones.
215
Fairlybalanceprogramsacrossalargeanddiversestate.CurrentlytheTrust'sprogramsfeelconcentratedheavilyin
thePortlandandWillametteregions.Ruralareas,whichfranklyneedthesupportmore,seemdisperportionally
underrepresented.
216
lwouldloveforthispersontobecomeahouseholdname-forpeopletoknowwhothispersonisandwhatOCTisin
ourstate.lthinkweneedavisiblepersonwhoisouttherefighting/supportingarts,culture,heritageinaveryvisible
way(notnecessarilyconfrontationalbutvisible).lwouldliketoraisethebarforOCT-toomanypeoplestilldonot
knowwhatitisorhowitworks.
Page 46 of 73
217
Fairness,transparency,integrity,TASTE!
218
lwouldhopethepersonhiredwouldbeabletocarryoutthecreativevisionfortheCulturalTrust.TheTrustisa
greatnationalexampleofawaytomovestateartsagenciesforward.lsitperfect?--no.Butitisthebestthingout
thereatthemomentandagreatmodel.

lwouldalsohopethepersonwouldhavethestaturetorepresentOregoninregionalandnationalforums.Asa
formerOregonian,lunderstandhowpeoplefromthatstateoftendon'tcarewhatothersthinkofwhatOregonis
doing.lwouldadvise;however,thatanineffectivenewOACleaderwhocannotpositionOregonregionallyand
nationallywillcostOregoniansbothmoneyandopportunities.
219
Thattheywillreachoutacrossthestateandacrossthemanyculturalsectors.Theyneedtoberegularlyinallparts
ofthestateworkingwithallsectorsoftheculturalworld.Theymustworkwellwithsmall,all-volunteerorganizations
andnotbecomesynonymouswithlargeorganizationalgoals.
220
lwouldwelcomeapersonwithvisionaryleadership,abletobuildpartnershipsandnavigatestategovernment
restrictions.
221
Tobealeader,andadvancetheartsinOregon.
222
Strongleader.Visible.Personable.Accessibletoorganizationsofallsizes.Awareofnationalimplications/trends
andthespecificlocalwaysinwhichthesemanifest.AbilitytothinkbiggerandbolderabouthowOAC/OCTcanboost
Oregonartiststonationalrecognitionwithtargetedfundingandpromotion.
223
ThatthenextEDisacatalystforbigchangesthatleadtoadeeperunderstandinginSalemoftheimportanceofthe
artstohealthy,productivelivesofourcitizens,theeconomy,howourcitiesandtheirneighborhoodsfunction,the
democracyitself.lnotherwords,theveryhighestexpectations!
224
Transparency,theabilitytoaskquestions,theabilitytolisten,organizationalskills
225
Theybeadiplomatwithastrongworkethic.
226
Strengthentheagenciesbyfocusingonafewimportantgoalsandoutcomes.

Broadentherangeoftheartsandculturalconstituencyfortheagencies.

DevelopanagendathatisobviouslyrelevanttothemostimportantvaluesandconcernsofOregonians.
227
Mustbeaccessible
228
Knowledge,fairness,loveofthearts,communicateandtransparent.
229
He/sheneedstobeaskilledcommunicatorandadvocatefortthearts,assuringtatCulturalTrustfundsareonlyused
forthispurpose.
230
TopossesstheattributescheckedVerylmportantandlmportantinquestion#1.Anotherexpectationisforthis
individualtobecreativeandinnovativethinker,tonotbefearfuloffailureandnewideasorproblemsolvingconcepts.
231
Makeadifference.Makeastatementandkeeptheimportanceoftheartsintheforefrontofpolicymaking.Getout
ofSalemandknowtheleadersoftheorganizationsUtilizeartsleadershipbetterforadvocacyandactionand
increasedfundingsupportfortheculturalassetsofthestate.
232
ThattheyraisetheprofileoftheartsandallartistsinOregon.Thattheyengagecivicandpoliticalleadersinan
ongoingdialogueaboutthevalueoftheartsinoursocietyandhowtofundthearts.
233
lwouldexpectthepersontoadministerthedaytodayoperationsifthecommission.
234
lwouldexpectamuchmorecreative,collaborative,likableleaderthanwe'vehadinthepastwhoisabletoalignour
sectoraroundasetofgoalsthatsupportusall.Alsosomeonewhocanspeaktonotjustpolicywonksandarts
administrators,butcanengagebroaderaudiences/citizenryaboutthevalueofartsandwaystocreateconnectivity
andprosperitywiththesetools.
235
Aleaderwhosestrengthisderivedfromnativeintelligence,experienceandstaff;aleaderwhothriveson
collaborationbutalsohasaclearvisionandknowshowtoinspireotherswithit.ltmaysoundsimplistictosaythat
thatthedirectorshouldbea"peopleperson,"andldislikethathackneyedphrase.But,it'svitalthatthedirectorhas
adeepunderstandingofandappreciationforcultivatingandnurturingrelationshipsamongthemanyspheresofhis
orherinfluence,
Page 47 of 73
236
lexpectapassionforthearts,firstandforemost,andapassionforwhatmakesOregonunique.lexpectcontinuous
artisticparticipationinawideanddiverserangeofsettingsacrossthestate;howcanyoumakedeterminationsabout
worthinessoffundingwithoutknowingtheorganizations'workyourself?lexpectfull-throatedandenthusiastic
advocacyonbehalfoftheartsasaneconomicengine,vitalcomponentofyoutheducation,andnecessary
componentofacivilizedsociety.lexpectaperspectivewhichrememberstotakeintoaccounttheneedsand
perspectivesofdiverseandunderservedaudiencesandtheirstorieswithouthavingtobeaskedorreminded.l
expectsomeonewhoisinthisforthelonghaul-thisisabigjobandlwanttothrowmysupportbetweensomeone
whotakesthisjobintheconvictionthatitwillbethejobtheyretirefrom.lexpectacommitmenttodeveloping
relationshipswithartisticdirectorsandartistsacrossthestate.lexpectopportunitiesforrealdialogue.
237
lwouldliketoseesomeonethatthinks'outsideofthebox'.Apersonwithcreativevisionandtheabilitytoimplement
changesinaninclusiveway.
238
Thattheywillfocusonthecapacityneedsofsmallandmediumsizedorganizationsandwillcontinueandcomplete
theworkoffullyfundingthecorpusoftheOCTasitwasintendedtobeinitsenactinglegislation.
239
lexpectthattheywilllookandbehave(fromtheoutsideperspective)verymuchlikeyourpreviousEDbutwith
MUCHstrongermanagerialandoperationalskills.

lexpectthatthestaffwillneedtolooktohim/hertorepairthemoraleofthestaff.

lexpectthattheBoardwillstopbehavingliketheyhaveanythingtogainfromacontinued"scorchedearth"
managementstyle.
240
Demonstrateleadership(don'tmakemedefinethatit'sobvious)andbeaccessibletoanyOregonianwithapassion
fortheartsandculture.Buildpartnershipsnotisolation.Listentotheneedsoforganizationsandrespondtothose
needswithdynamicandcreativeideas.

Thisisnotrocketscience--it'sthearts.Demonstrateandencouragecollaborationateveryturn.
241
none
242
Accessible,passionateaboutALLartforms,collaborative.
243
lexpectthepersoninthispositionwillstayfocusedontheendgoal.
244
Opentolisteningtotheexpertiseofstaffandstakeholders,abilitytoprofessionallyholdgroundwithboard
leadership,abilitytobalanceleadingwiththeirownideaswithintegratingtheideasofothers
245
ldeally,thiswillbesomeonewhocan(overtime)taketheArtsCommissionandTrustfromaplaceofalwaysreacting
toentitiesthatleadandaretrusted.
246 ToraisetheprofileofOregonartsandcultureonstateandnationallevels.

Tobeatthecuttingedgeofnewphilanthropy

Toprovidingsupportforsmallerartsandcultureorganizations

Tobringinadditionalfundswhichcanbeusedforgrants
247
knowledge,integrity...opentonewideas
248 lreallydon'thaveanydirectexpectationsofthatperson....that'sthejoboftheirsupervisor.

Howeverlwouldhopethepositionwouldbeabletobringtheartstoanequalfooting(fundingandrespect-wise)with
otherissuesandbeabletobringthatmessagetoallareasofthestate.
249
Amorefinanciallyrobustorganizationthatcansupportmoreprojectsinexistingandnewwways
250
ThattheyelevaterecognitionofOregonartsasavibrant,leadingandprogressive(diverse,inclusive,innovative)
centerofartsleadingthenationandprovidemoreequitablefunding,resourcesandattentiontoruralareas,ethnic
andracialcommunities(includingNativeNationsinOregon)andworktoreduceincomebarriersforlow-incomearts
patronstoexperienceOregonarts.
251
lwouldliketoseethepersoninthispositionbea"peopleperson";andhighlycommittedtosupportingtheartsin
ruralandTribalareasoftheStateequallywiththemoreurbanareas.
252
StrongleadershipandvisionformovingtheCommissionandTrusttotheirfullpotentials.



Page 48 of 73
# ResponseText
1
Yourcommissionisdoingmuchoutstandingwork.Pleasecontinueworkasanincubatorofnewideas,stronger
economiesandcommunities.

Thepublicneedssomeonewhowillcommunicatehonestlyaboutanyproblems.Theywanttransparency,not
perfection.Thanksfortheinspirationyoubring.Goodluck!
2
Goodluck!
3
personwillneedtohavediversebackgroundandabletonavigateperilouspoliticalchangesandclimate
4
Sincetheorganizationsencompasssomuch,itisimperativethatanEDhaveimplicittrustinthoseactually
managingtheday-to-dayhands-onoperations.WhileultimateresponsibilitylieswithED,thereareappropriatelevels
ofdecisionmakingthatshoulddevolvetomanagers.
5 WeknowitisimportantforthenextExecutiveDirectortohaveandmaintainexcellentrelationswiththepolitical
powersthatbe.AndweknowtheDirectormustobtainresultsfromcountyculturalcoalitonsintermsofannual
reports.Butitwouldbenicetoseesomeindicationthathe/sheisinterestedinwhat

wearedoingandthechallengesweface,especiallyinruralcommunitieswhereculturalawarenessand

givingvaluetoculturalpursuitsisnotalwaysmetwithenthusiasm.
6 See#4above.

lfthesamepersonisExec.Dir.forbothCTandOAC,thenitisclearthisisOregonviewedinaparticularlensfor
artists,culturalgroups,non-profits,artsorgs,historicalorgs,humanities.lwouldthenwonderwhyOACspeaksto
artseducation,whenitdoesnotaddressartseducationandseemsappropriatethattheydonot,whatwiththeCT
andOACmissions.TheOACshouldnolongersaytheyaddressartseducationandleavethattoOAAE,the
ProfessionalArtsOrganizations(OMEA,OTEA,OAEA)andappropriatelyso.Artseducationreferstoascopeand
sequenceofinstructionwherelearninggrowthisassessedandtheinstructionalpracticeisevaluationtokeepit
appropriatetotheexpectedlearning.TheonlyorgsthatlamawareofthataddressthatinOregonarethosefour
mentionedtwosentencesabove.lwouldthinkthatpartnershipofOACandOAAEwouldmeldaunited
arts/cultureal/heritage/humanitiesfrontfortheentirestate-howgreatthatwouldbe!
7
Justtothinkbigonthisappointment.Thestate'sprimaryspokespersonfortheartsshouldwalkinthedoor
commandingnationalandinternationalrespect.
8
Sincesomanyarts,heritageandculturalorganizationsrelyheavilyuponvolunteers,lhopethatyouwillhire
someonewhounderstandsthebenefitsandchallengesofworkingwithandthroughvolunteers.
9
AloveforOregon!
10 Onlythatallvoices,thediverseandman,ybeheard.Overwhelming?lnvitethoseknowntobemostfair-

mindedinleadershipnotattachedtoanyagencymentioned---foundationdirectorsforexample,to

participateactively.ldon'tthinkitnearlysoimportantthatthenewdirectorbeanOregonianwithalargedatabase.l
thinkitmoreimportantthatheorshehavetheattributesl'vealreadycited.

lnregard.
Page 49 of 73
11
WouldbegreattogetsomeonewhohashadprovensuccessoutsideofOregonbutwithastateinsimilareconomic
situationandwithsimilarvalues.
12
Wishingyouwellinyourselectingasyourchoicewillaffectusall.Thanks
13
Thisisahighenergypositionthatrequiresavisionarywithmultitaskingskills.Experienceisimportant,butthevitality
andcharismaofaleaderarealsovaluablequalities.Ageshouldnotbeafactor,barrieroranexpectationofability.
Wouldliketoseetheselectionprocesstakeintoconsiderationthecommitmentoftheindividualtothestateof
Oregon,knowledgeofthediverseregionsandneedsoftheartsorganizationsfromthelargesttothesmallest,anda
backgroundinservinginanartisticenvironment.Creativemindsdonotallthinkalike,buttheyhaveakeensenseof
theneedsoftheartist,whatmakesthemtickandwhytheyarecrucialtotheeconomy,aswellastoabalancedway
oflife.
14
Makesureallinterviewsareconductedinaclear/transparentwayandthatapplicationsarebroadlysolicited.Aswell,
muchfence-mendingneedstobedonewiththegreaternational/regional/statewideartsandculturefields,giventhe
summarydismissalofthelong-timepreviousED.Whatarethehiringbodiespreparedtodotopersuadepotential
applicantsthatthesamewillnothappentothem?lnthecurrentatmosphereofhostility,aspervariousmedia
reports,thiswillbeahugeuphillbattle.SeekingadvicefromvariousregionalandnationalartsleadersatWESTAF,
NEA,andAFAwillbehugelyimportant.
15
Pickarealleaderwithgoodconnectionstotheart/culturalscene.
16
Seekoutintelligence,integrity,humility,passion,andhumor.Seekoutsomeonewhoisagoodteamleader-
someonewholovestheirteam,andaboveallwhoismissiondriven,andfullyunderstandsthemandateoftheTrust.
ThereissomuchopportunityfortheTrust!Somanymoreresourcestocapture,andsucharesponsibilitytofurther
ourstate'sadvocacyforthearts!
17
Pressreleasesaboutwhoisbeingconsideredsothatartistscanhavesomechanceofinput.
18
goodluck!
19
lamalittledisheartenedbythesuddenremovalofChrisD'Arcy,whoseemedlikeagreatandeffectiveleader.That
rationaleforthatdecisionfeelsveryopaquesowhilelappreciatethatOAC/OCTisbeingtransparentand
democraticinthesearchprocess,thewayherremovalwashandledmakesmeuneasy.
20
lthinkyouhavecoveredmosteverything.Thisisadifficultjobatbest.
21
Nothingtoshare,butlthinkpeoplearecurious(lam)howtheboardfunctions.
22
ltisimportantthattheexecutivedirectorisfamiliarwithallpartsofOregon.
23
ApersonthatisPassionateaboutthearts
24
l'msurethisisobvioustoeveryone,butgovernanceatalllevelsisneedofattentionhere.lrecommendabook
called"GovernanceasLeadership:ReframingtheWorkofNonprofitBoards"byChait,RyanandTaylor(2005)asa
goodstartingplaceforeveryoneinvolved.
25
Thankyouforsolicitingfeedbackandgoodluck!
26
Thisquestionnaireisagoodstart,solicitinginputfromabroadcircleofparticipants.Pleasekeepusintheloopand
makesurethatadiversepoolofpeopleareconsultedintheprocess.
27
ldidnotliketheprocesstheboarddidordidnotgothroughwhentheyfiredChrisD'Arcy.
28
Thankyouforsolicitingmyinput.Youmustbecastingawidenetandthatisaverygoodidea.
29 lameagertoseeOregonArtsCommissionregainitsstatusasahighlyrespectedartsorganization.lamvery
concernedaboutBoardleadership:thenumerousrecentresignationsfromtheboardarenotagoodsign.

ltmaybeverydifficulttoattractqualityapplicantstothispositionunless/untilthereisevidenceofarespectful,
professionalandsupportiveenvironmentforsuccessfulleadershipbythenextExecutiveDirector.
30
SomethingwasverywronginwayChrisD'Arcywasdismissed.Whilelunderstandthatconfidentialitymeanswewill
probablyneverknowthedetailsofhowthatcameabout,thecommissionandwhoeverisaboveyou,needto
understandthatuntilthereissomeclarificationoftheprocessbywhichadirectormayberemoved,noonewithinthe
artscommunitywillberecommendingthispositiontoqualified(orunqualified)colleagues,nomatterhowmuchthose
colleaguesmightwanttomovetoOregon.Thereissimplytoomuchbuzzandtoomanyunansweredquestions
abouthowthiscameabouttomakethisadesirablepositionatthemoment.
Page 50 of 73
31
Goforconsensus.Thattakestime,heartfeltdiscussion,andtheabilitytocompromise.Choosethecommittee,
seekingdiversity,andthosewhowill"hangonforthelongride"indecision-making.lfamembermovestoanother
State,forexample,spendthemoneyittakestohavethem"inthesameroom"witheveryoneelse.lknowvideo
conferencingispopular,essentialattimes.However,havingthewarmbodiesinthesameroomismuchbetterfor
bothteachinganddecision-making.Thingshappenwhenfolksgettogetherwithacharge,ataskandmeet"in
person."
32
Notatthemoment.
33
lwouldbegladtodiscusshowtheDouglasCountyMuseumfollowstheaforementionedprotocols.
34
no
35
Yes,theartsanimportantculturalcontributiontolifeinOregon,buttheyarealsoasignificantemployergenerating
manymillionsofdollarsnotonlyfortheirownendeavorsbutspillingoverintoneighboringbusiness(parking,
restaurants,hotels,coffeeshops,etc.)allacrossthestate.Thenewleaderneedstobeasstronganadvocatein
Salemaswouldbealeaderfromanyotherindustryinthisstateconcernedaboutthehealthandgrowthofhis/her
industryandemployeesinthefield.
36
ltwouldbegreatifthispersonactsmorethanjustanadministrator-butasanactiveguardianangeltoartists,actors
andmusiciansintheStateaswell.Somuchoftheartsisdirectedtowardsbureaucrats,funding,administrators,---
leavingtheartistsfeelingleftout.
37
Thiscouldbeagoodopportunitytolookathowprogramsworkandwheretheoutreachgoes.WeknowthatOAC
andotherlargepublicinstitutionsactivelyengagewithruralorganizationsandunder-representedethnic
communities.Thatshouldcontinue,butalsopinpointingunder-representedgenres,disciplines,andtypesof
organizationswouldbehelpful.lsOregongettinganationalreputationfor,say,anunofficialrevivaloftheLandArt
movement?(ldon'tthinkitis,l'mjustmakingsomethingup.)OACcouldbeproactiveinapproachingartistsand
saying,'Let'slookatwaysyoucouldorganizeyourselvesandapplyforgrants,workincollaborationwithlocalarts
organizations.'OACshouldalsopromotegreaterunderstandingbetweendifferentareasinOregon,encouraging
artisticandcrossoverart/craft/creativeentrepreneurshipcollaborations.Startapublicartprojectthatmatchesupa
localwoodworkerinRoseburgwithafancypantsconceptualartistfromPortland,toinstallaseriesoftemporaryland
artworksnearsmalltownsintheCascadesforfiveyears,aninterestingtouristdrawfromwithinthestateandfrom
without.OAChelpsthesecollaboratorstoworkwithlocalartists/governmententitiesinthosetowns/counties.ldon't
knowifOACistheorganizationtodothingslikethis,but*someone*reallyshould!
38
N/A
39
No
40
ThebiggestdifficultytheOCTfacesisgettingthemessageofthetaxcreditouttotheruralcommunities.Astrong
relationshipwitheachculturalcoalitionalongwithpersonalinteractionwitheachcoalitionwouldgoalongway
towardhelpingthemfulfilltheirroleasCulturalTrustadvocatestothefullestextentpossible.Coalitionmembersare
volunteersandsupportandpartnershipfromapaidprofessionalfromtheOCTwouldhelpthemspreadtheword
moreeffectively.
41
Goodluck!
42
SometimesemailssentviatheOACwebsitearenotanswered.
43
lbelievethatthisperson,whoisselected,shouldspendagooddealoftimetravelingacrossthestateandlearning
aboutwhatishappeninginallorganizations,largeandsmall.lbelievethatinordertogetovertheinitialhurdle,extra
attentionmustbepaidtocommunication,includingregularnewsletters,emails,andevenpersonalphonecalls.
44
Don'tthinkbringingina"businessperson"willbehelpful.Granteesneedtobelesslikebusinesses,notmore.

Trustmoreinartistsasthecreativecenterofthinking-anartistwitharealorientation,andpersonalknowledge,of
organizationalchangewouldbeagreatchoice.

Don'tlookforincrementalimprovementsinavailablefunding-lookforsomeonewhocanworkwithotherstobreak
themold.That'swherewearenow.
45
Again,focusmoreonindividualartists.Organizationstendtobeconservative,andtorecognizepeoplewhodonot
needrecognitionorfunding.
46
mustinvolvesmallcommunityadvocates
47
"Ourselectionprocess"Who,whatgroup,willbemakingthedecisiontohire?lfitisthosestillontheboardofthe
ArtsCommission,l'mconcerned.
48
no
49
Thecommissionneedstobecomprisedofactivists.ltcan'tbeanhonorarypositionfilledwithpoliticalappointees.
Page 51 of 73
50
Seenumber4.lhavebeenworkingintheartsfor30yearsinOregonandifitwerenotforservingonPercentforArt
CommitteesfortheUOprojects,becauselamafacultymemberthere,lfeellikelwouldhavehadnocontactwithor
outreachfromtheOACtargetingmeasavaluedmemberofthecommunity.Thismaynothaveanyrelevanceto
yoursearch.Bytheway,whoisonthesearchcommittee?
51
No,justtowishyouthebestofluck.
52
lfeelratherdesperateaboutthedeclineofmusicintheschools.lwouldlovetoseesomeonecomeinthatshares
thisconcernandadvocatesforareturnofartsexposureforourchildren.
53
Havepatience.Don'trushtheprocess.Don'tsettlefor'prettygood'--keeplookinguntilyoufindexcellence.
54
No.
55
No.
56 National/internationalsearch

SelectionCommitteeofartsandthoughtleaders-ThomasLauderdaletoBruceGuenther,ChrisColemantoJames
Lavadour,SamAdamstoVictoriaFrye,KimstaffordtoJordanSchnitzer......
57
NO
58
Thanksforthetime&thoughtyouareputtingintothesearch.Don'tbeafraidtostartfromYOURvisionofwhat
Oregoncanbe.Andhirewhomeveryoufeelcanmoveustowardsthat.
59
Thejobisalmostimpossible:anindifferentlegislaturewithadeathgriponallthemoney.Art,Culture,Historyare
expendabletomostoftheelectedsinOregon.Caveatemptor,ofcourse.Still,aclear-eyedCandidatewoulddowell
toarticulate,inadvance,howtheseissuescanbenegotiated.TheoutrighttheftoftheTrust'sfundsbytheGovernor
andLegislaturearenotreassuringactionsthatwouldleadonetobelieveanythingwillchange.
60
lhaveseenasimilarsituation,whereastrongleaderwasforcedtoresignbecausetheirradicalapproachprovokeda
negativeresponseinhigherauthorities.Thisleaderwasreplacedbyaverymoderateleaderwho-whilesafe-
impressednoone.PleaseresisttheurgetopushthependulumtothisextremeinselectinganewEDafterChris
D'Arcy.
61
Takethelongview...
62
Fundersalwaysendupwantingtobeprogrammers.ProgramsliketheNEA's"BigRead"isagoodexample.lthink
thisisaproblemifyouhavefaithinyourlocalorganizations.
63
Don'tbefooledbyetnhicity.Noteverypersonofcoloristrulysensitivetoallcultures,ages,andgeographies.ltis
broadsensitivitythatisnecessaryinthenextexecutiveleader.
64
Considerwhatitwilltaketoattractahighlyqualifiedcandidate-isthesupportgoingtobethereforhis/hervisionand
drive?WasCHAMPa"oneof",oristhestatecommittedtotheroleofarts,culture,andheritageinameaningful
way?
65
Trytogetsomeonewhoinspirestrustandtreatsallpeoplewithrespect,aboveorbelowinthehierarchy.
66
Hiretwodirectors,oneforArtsCommission,oneforOregonCulturalTrust.ReinstateChrisD'ArcyattheCultural
Trust.lssueapublicapologyformakingsuchapoordecisionandhandlingitthewayitwashandled.
67
Controlandleveragearereciprocalinnature-togetmoreofone,youmustgiveupmoreoftheother.Thisperson
managesanunusuallycomplexstructurewithlimitedstaffing.Successinthispositionwouldseemtorequirethe
releaseofmuchcontrolinordertogaintheleveragenecessarytoacheivethepolicygoalsandtomaintainhealthy
institutionalandindividualrelationships.
68
FindsomeonewhoreallyknowswherethevitalenergyisamongOregonartists,notjustthebignamesand
institutions,andsomeonewithstrongideasaboutencouragingthecreationofnewartbyOregoniansandmakingit
availabletomorethanjusttheoldelites.
69
Theexecutivedirectorneednotbesomeonewhoseentirecareerhasbeeninthearts.Otherexperience--business,
legal,education,orwhatever--canbeveryvaluableaswell,aslongasthepersoncandemonstratethattheyhave
beeninnovative,fair,agreeable,organized,andopen-minded.
70
WethoughtChriswasagreatED,someonewelookeduptointermsofherworkonanationallevel,herpowerful
voiceinadvocatingfortheartsandherstrongpartnershipswiththeruralcommunitiesofOregon.Weloveworking
withShannonandDavidandhopethenewhireisjustasgood.Looki9ngforwardtomeetingher/him.
71
Someonefromawholedifferentbackground?lmentionedearlieranentrepreneurialspiritwhichcouldbeawelcome
boosttoTruststyleofmanagement.
72
OfferthejobtoChrisD'arcy.Youwouldbeluckyifsheacceptedandtheagencywouldthenbehumbledandcould
offertheirPUBLlCapology.
73
Moreattentionneedstobepaidtotheneedsofspecialpopulationssuchasdvelopmentallydisabled,physically
handicappedandmentallyillwhovalueartintheirlives.
Page 52 of 73
74
Withinthemakeupoftheselectioncommitteethattherebediversegeographicrepresentation,diversearts
disciplinesrepresentedandpatronsoftheartswiththecapacityforandtrackrecordofpositiveboard/volunteer
activitiesassociatedwiththeartsinOregon.
75
Makeitagood,thoughtfulprocess.Hiringisadifficultthingtogetright.
76
Lookingforwardtohavingthispositionfilled.
77
Don'thirestrictlyinresponsetowhatdidn'tworkwiththerecentleadership.Developaclearvisionforwhatisnext
andhiretofulfillthatvision.Don'tbeafraidtohiresomeonewhowillshakeupthestatusquo.Whileprudenttolook
outsidethestateforthisposition,don'toverlookthehighlyqualifiedpoolofpeoplewholiveandworkandare
committedtoOregon.
78
Verysmartthatyouhavegiventheartscommunityinputintothisprocess;activeparticipationalwaysleadsto
greaterengagement
79
Findawaywhenintroducingthenewdirectortoshowsomerespectfortheoldone.ThatwashandledVERYbadly.
80
Howmuchtimedoyouhave?:))
81
lhopethatthesearchteamprioritizesthisasanopportunitytofindaanewleaderwithvision.Thisshouldnotbea
referendumontheeventsrelatedtothelastdirector;manyofusbelievethatthisdecisionwastherightoneandlook
forwardtohavingadirectorwhoisfairandopen.ltisnotenoughtobeanexpertonthearts;thenewdirectorneeds
tobalanceleadership,management,andknowledgeofthemanydifferentartsdisciplines.Theyneedtohavea
strongknowledgeofartsandcultureANDbeatrustedandcapablefiscalrepresentativeofthedonor'sinvestmentin
theTrustandtheCommission.
82
Nope.
83
ibelievetheExecutiveDirectormusthavetheabilitytoleadstaffandothersinthepursuitofculturalunderstanding
throughthearts.Ademonstratedabilitytobuildcommunitiesisessential.
84
Gowithyourcreativegutfeelings
85
lthinkl'vecovered.
86
Whensearchingforanewleaderlwouldencourageyoutolookbeyondthetraditionalexecutivelevelarts
administrationnon-profitresume.Perhapsaleaderwithadifferentvantagepointcouldprovideyouwithsomething
veryextraordinary.Sometimeshavingthat"rockstar"ismoreimportantthananimpeccablegrantwriter.Youcould
alwaysfindastronggrantwriter.
87
Thankyouforseekingouropinions.
88
ForthispositionyouwillhaveMANYcreativeapplicantswhomaybelessfamiliarwithautomatedHRscreening
softwarethatuseskeywordsearchestoweedoutapplicants.

lwouldsuggestyoutakeamoremanualapproachtoreviewingapplicants.
89
Youshouldkeeptheshareholdersinvolvedintheprocesswithopencommunicationsandparticpation.
90
lhopeyoucangetanotherpersonasexcellentasChristineD'arcywasinhercareer.
91 Likethatyouarebeingtransparentandinclusiveabouttheprocess.

Howwillyouusebesthiringpracticesinthisfieldtohelpmakeaterrificchoice?
92
lhavelongfeltthatSouthernOregon(exceptAshland)isnotservedwell.l'dliketoseemoreengagementwith
JosephineCountyinparticular
93
Weneeddiversecandidates.
94
Thattheyhaveagoodgraspofnotjustpreviouscenturies'art&culture(20thCenturyandbefore),buttheyhavea
decentgraspoftheburgeoning21stCenturyarts&culture.Notnecessarytoconstantlybe"Tweeting","Pinning"or
makinga3sec."Vine",butknowthattotheupcominggeneration,thesearesomeofthenewtoolsthatwillbe/are
usedtocreateart.(lloveShakespeare,Vivaldi,Tchaikovsky,FitzgeraldandHemingwayasmuchasanyoneelse,
butthosenamesaresuretofalldeafonwhatwillbethenextgenerationof'deeppocket'underwriters).
95
Lookforcreativeflair--someonewhocanriseaboutthe"governmentbureaucrat"imageandbringsomereal
imaginationandleadershiptothejobandtheagency(ies).
96
l'mnotsurehowhelpfulthefirstquestioninthissurveyis.Wouldyoureallywantapersonwhodidn'texcelinall
thosecategories?lwouldhavemarked"veryimportant"oneverysingleonebutlookedforacouplethatldidn't
considerquiteasimportantjustsoyouwouldthinklactuallythoughtaboutit!
97
OURNON-PROFlTSBENEFlTTREMENDOUSLYFROMTHESEANNUALGRANTFUNDS!Theyarethereason
whywegivecountlessvolunteerhours,guidanceandencouragement.lntheend,whatmattersmost,isthatthese
dollarsaredistributedinawaythanenhanceslivability,qualityoflife,andfairtreatmentofall.
98
Therightcandidatemustbean'ArtsPerson'andhavethebackgroundtoproveit.
Page 53 of 73
99
Whileitseemstoolateforthisroundofhiring,itdoesseemthatthispositioncouldandpossiblyshouldbedivided
intotwoseparatepositions.
100
no
101
no
102
Dotherightthing.
103
CreateadiversereviewcommitteefromdifferentpartsofMetroarea,peoplewhoarediverseinideas,culture,
incomelevels,etc.
104
lthinktheBusinessOregonhasyettoprovideaclearexplanationastowhyChrisDarcywasfired.lthink
transparencyonthematterwillhelpthenewdirectortakethereinswithoutacloudhangingovertheagencies.
105
Lookbeyondtheartsfield.Asaunitofgovernment,thisisapoliticalpositionandpoliticalconsiderationswillalways
bepartofthejob.
106
TheCareerOpportunitiesGrantprogramopensdoorstoopportunityforartists.Pleasecontinuetofundit.
107
lthinkit'sgoingtobehardtogetgoodcandidatestobewillingtoserveinthisposition.lwouldalsosuggest
removingoversightofOACfromBusinessOregonasawaytoassuagethehostilitymanyintheartscommunityfeel
towardBusinessOregonfortheirbumbledhandlingofChrisD'Arcy'sdismissal.
108
FindacloneofLouiseDamrosch.
109
Besuretopostthejobopeningonartsjournal.com(ifyouhaven'talreadydoneso).
110
No,thankyou.
111
Keepupthegreatwork
112
Frequentlyinhigh-levelsearchofthisnature,thefocusisonskillsandexperience.Notenoughattentionispaidto
thepersonalqualities,valuesandleadership/managementstyleofthecandidates.Pleasefocusonthebest
PERSONforthisjobbeforegoingforthemostqualifiedorexperienced.
113
Besuretohavemeetandgreetopportunitiesacrossthestatewithfinalthree-besurethepersonunderstandsthe
depthofOregon.
114
Althoughlhavestartedanumberofforprofitbusinessesinmylifelamfindingthenonprofitfieldparticularlydifficult
togetstartedin.Alloftheavailablefundingappearstobedirectedtoestablishedorganizations.Whilelappreciate
thedesireoffunderstograntmoniesresponsiblyandtoseethatfundsareproperlyusedforthegreatestbenefitl
thinkthatourStatewouldbewellservedbydirectinganappropriatepercentageofavailablefundstohelpingnew
artsorganizationsgetestablished.Withoutthisthefieldisunlikelytogrowtoitsfullpotential.
115
lnvolvevisualandotherartistsinthehiringprocessandheedtheinputofvisualandotherartistsabouttheselection
process
116
PleaserememberthatOregonisaruralstate,withagreatexpanseofpopulationoutsidethePortlandMetroand
WillametteValley.ltwouldbewonderfulifaselectionrepresented,insomeway,thoseofuswhocontributetothe
artsinourlocalcommunitiesanddonotliveineitheroftheaforementionedareas.
117
Notatthistime.Thankyoufortheopportunitytoparticipateinthesurvey.
118
lhopethattheOACleadershipistakingahardlookathowbadlyitimplementedthischangeandwillalsohavea
shake-up.TherehasbeenalotofdisappointmentouthereabouthowtheOACleadershiphasconducteditself.The
incomingpersonwillhavetodosomemending.
119
Findsomeonewhoisanartistthemselvessotheycanidentifywiththosehe/sheisworkingforandabout.
120
Theremaybeatemptationtohirea"star"withbig,boldideastoshowthattheorganizationsaremovingforward
followingChrisD'Arcy'sdeparture.Ajobofthiskindwillreceivenationalattention.Donothiresomeonewhois
lookingtousetheCommissionandTrustasameansofmaking"their"reputation.Rather,hiresomeonewho's
primaryinterestistoadvanceartsandcultureinOregon.Therearenoquickanswerstothechallengesthatfacethe
sector.Wearenotawellfundedstateinartsandcultureandthisisachallengethatwilltaketimetoaddress.We
needabuilder.
121 l'veworkedintheartsfordecadesandfeelthatmyaccesstoOAChasbeendiminishedoverthepast10yearsor
so.lwouldliketoseetherebewaysforsmallerorganizationstohavemoreaccesstofundingthanthepast.lused
toseestaffmembersofOACatoureventsandhaven'tseenanyoneattendinalongtime.

lactuallyrememberbeingabletovisitOACandfeewelcomed.
122
Puttogetherasearchcommitteenotmadeupentirelyofstateappointees(boardmembers)andstateemployees
Getfreshinputonthecommitteethatisn'ttaintedbyrecentevents.Engageaprofessionalconsultingfirmtohelp
withthesearch.
123
Thinkoutsidethebox.Knowwhatthestaffresourceslooklikeandfindaleaderwhocanbuildonthem.
124
YourbestmovewouldbetorehireChrisD'Arcy.
Page 54 of 73
125
Bestofluckinsearch.
126
No
127
ltwouldbefantasticifthepersonwhoishiredisfromorfamiliarwithOregon.Nationwidesearchesarefantastic,but
theOAC/OCTcouldbenefitfromhavingsomeonetaketheleadwhocouldhitthegroundrunning,instillconfidence
andmovethingsforwardinsteadofspendingthefirstyeargettingorientedtothework/teamandthesecondyear
figuringoutwho'swho.
128
lhopetoseeOregondiversifyitsleadership,includingseekingcandidatesfromminoritybackgroundsforthis
position.Asawomanofcolor,itisfrustratingtocontinuetowitnesssomanystate-levelleadershipopportunitiesgo
tothosewithmajorityidentitypositions(race,ethnicity,gender,sexuality,origin).
129
No,andthanksforasking.
130
ltwillbethejobofstafftosupportthispersonintheirefforts.Theboard/commissionmemberswilllikelychangemore
oftenthanagoodstaff.Gettheinputfromstaffandvolunteersabouttheirleadershipneeds.Thepersonfillingthis
positionwillneedthehelpandsupportofagoodstaffandthevolunteers'by-inispriceless.
131
lamreviewingthesurvey
132
RememberhowmuchofOregonisnotonthel-5corridor!!!!
133
Goodluck!
134
Onlythatyoumakeitastransparentaspossible.Thatyoureachoutandgetsomeregionalplayersinvolved.
Peoplewillsupportwhattheyhelptocreate.
135
lhopeyouwillfindsomeonewithgoodpoliticalskills,butalsounderstandstheartscommunityinaverydiverseand
physicallylargestate.
136
WeareveryhappywiththeTrustinourcommunity.Wefeelweareheard,andhaveaccesstothetools,time,and
trainingtobesuccessful.
137 Goodluck!!!Thiswillbeaverychallengingpositiontofillsuccessfully.Expectationsarehigh,critiquesandopinion
arebottomless.

lthinkitwouldbewiseforthenextEDtobeperceivedasneutral,andbringno'baggage'ofanykindsolampleased
toknowyouareconductinganationalsearch.

Whilelunderstandthatthisisastateemployeeposition,giventheuniquecircumstancessurroundingthevacancy,it
wouldbeusefultoincludesomeconstituentsfromthefieldonsearchteam.
138
Takeyourtimeandhavemultiplelayersoftheinterviewingprocess.Setinplaceanimprovedreviewprocessof
measuringachievementsandfailures.
139
includeartsadvocatesfromthruoutthestateintheselectionprocess.Thismayonlybeinthereadingofthetop25
candidatesbutincludeus...
140
ltseemsitwouldbehoovetheorganizationtohaveanOregonperson,theirlearningcurveshouldthenbeshorter
thananartspersonfromoutsidethestate.Staylocalifyoucan.
141
Don'thiresomebureaucratskilledinthemanywaystosay"no"-findsomeonehowcansupportthearts,fightforthe
artsandfindcreativesolutions...
142 LongneededattheartscommissionisanArtAttorney.Manystatesartscommissionhaveoneonstafforata
minimumonretainertobecontractedouttoartsorganizations.Soseriouslylookattheorganizationalchartsof
otherstatesalsolookattheirpoliciesandprocedures.lreallythinkthatthecommissionshoulddoabunchofthis
housekeepingbeforethenewpersonishired.

ThehiringcommitteeneedstobediverseandfromeverypartofOregon.lfitisaBusinessOregoncenteredhiring
processthispersonWlLLNOTbetrusted.Agreatopportunitytoengagethelargerartscommunityinbeinginvested
intheartscommissionandtrust.
143
Obviouslyalistofpaperqualificationsdoesnotdescribethepersoninperson.Presence--thatthepersonchosenis
thefaceoftheArtsinOregon--iscriticaltosuccessinthisposition.
144
Theabilitytoputtogetherqualifiedandnon-biasedgrantpanelsisveryimportant.Therehavebeenproblemsinthe
past.Havingbeenasilentlisteneratmanypanels,somehavefunctionedverywell,butsomehavehadavery
unfortunatelytone,andaremarkablelackofknowledgeofwhatisgoingon"ontheground"withartsorganizations.
145
lwouldloveforOCTtotakeonamorevisiblerole(likethelottery!-andasmentionedabove).lthinkitcanbe
rampedupanotch-possiblywithmorebillboardsandcampaign.lwouldlovetoseefundraisingcontinueata
highercliptohelpfundprogramsformanyyearstocomeandtogrowtheendowment.lamnotsurewhatwill
happen-6yearsfornowwhentheOCTisupforrenewalsowewantsomeonetoputusonthemapwithan
emphaticpositivestamp.
146
Trytofindsomeonewhorecognizesthatnotallculturerequiresaticketoragalleryopening.
Page 55 of 73
147
Communicationandleadershipsometimessufferatthehandsofpassion.
148
YouareconductingasearchforaprettybrokenCommission.Theformerexecutivedirectormaynothavebeen
perfect,butthehamfistedmeansusedtofireherhascreatedalargechallengetotherecruitingeffort.Promising
andcrediblepeopleinthefieldarewonderingwhytheywouldeithertakethejoborrecommendittoothers.You
needarobustrepairstrategybeforeyouheadoutontherecruitmenttrail.Withoutone,findingaqualifiednew
executivedirectorwillbemoreamatterofgoodluckthangoodprocess!
149
Thedirectorwillneedtobeabletofixfencesandstrengthentwodistinctiveorganizations.
150
Bethoughtfulofthefuture-afteryourtenure.
151
ThelackofmessagingaroundChrisD'Arcy'sfiringwasill-advised.Pleasegetonmessagewithtransparencyand
authenticmessagingtothepublic.
152
Findsomeonewhoiswillingtoleadbigchangesandthenstepaside,becausethechangeagentisn'tnecessarilythe
personyouwantrunningtheshowdowntheline.ldon'tthinkyouwantyourbest,brightest,youngbureaucratinthis
positionrightnow.Youwantsomeonewithpoliticalcharismaandgreatcommunicationskills,whowon'tget
discouragedandisn'tworryingabouthercareerarc.
153
Goodluck!
154
PleasegivingpreferencetothosealreadylivinginthePacificNorthwestratherthanimportingsomeone.
155
lntheinterviewprocess,presentsomeoftherealchallengesthenewEDwillfaceashonestlyasyoucan.Gaugethe
qualityofquestionsthatthecandidatesask.Askwhatstepstheywilltaketoaddressthekeyissues;assesstheir
instinctsandexperienceforgatheringtheresourcesandsupporttomoveahead.
156
Makesurethispersonhasthesupportneededtodoagreatjob.
157
Takethetimeneededtofindtherightperson.Lookforthehiddengeminanunlikelyplace.
158
Thedirectorhastohavetheabilitytoinspire,havevisionandcommunicateit.Thepersonwillhavestafftomanage
budgets,policy,etc.
159
MaybegetsomepeopleonthecommissionwhoknowhowtowriteajobndescriptionandhireaED
160 Thankyousomuchforsolicitingfeedbackinthisway.ltmeansalottoknowthatourinsightisusefulinthese
processes,especiallyinhighlyregulatedprocesseslikestateemployment.

Answeringthesequestionsmademewanttoapply...:)Kidding.Mostly.
161
Thisisabigjob.Toobig,really,foroneperson.lt'sessentialtogivestafftheauthoritytomanageindividual
programswhilethedirectorhandlesthebiggerissuesofstatewidepolicyandadvocacy.
162
lknowyoucan'tlegallymakethisarealhiringfactor,butlwouldSTRONGLYPREFERawoman,personofcolor,
altered-abilityorLGBTpersoninthisposition.Wealreadyhaveupper-middle-classwhiteguysmakingsomanyof
thefundingdecisionsinourcommunityandgovernment(RACCexcepted,thankGod).
163
Createasearchcommitteethatrepresentsawiderangeofconstituentsinthestate,includinghighereducation.
Don'tforgetthattheUniversityofOregonhasanArts&AdministrationProgramwithfaculty,students,andalumni
whoareactiveacrosstheartsandculturesectorinOregonandrepresentagreatassettothestateofOregon.
164
Thisisanopportunity.Abigopportunity.Youhavetheattentionofthestate'sartsandculturecommunity.ltwouldbe
helpfultohavesomeonewhoisbothoptimistic,energeticandhighlyconnectedpolitically.

Youmaybeinthepositionofhavingtodealwith"founder'ssyndrome"inreplacingtheformerED.Specifically,you
hireachangemakertohavea3yearcommitmentasyoupatchuptheoperational,strategicandplanningactivities
ofOACwiththeunderstandingthathe/sheisreplacedbyaprofessionalmanagerforalongertermimplementationof
thesechanges.
165 Choosewiselyandpaythepositionincrediblywell.

ltwouldbepleasingtoseeacandidatechosenthathashadexperienceinthedevelopmentarenapriortobeingan
ExecutiveDirectorataculturalinstitution.Acareerinfundraisingwouldportrayanimmediateempathyforthe
organizationsmostcloselyalignedwiththisoffice.

Again,astyleofcollaborativeleadershipiskeytosuccess.
166
Skillscanbetaught,butcharactercannot.
167
l'mnotsurelunderstandhowoneindividualwillbeabletomanagebothorganizations.lsthereanotherstaffing
modelthatwouldworktobemoreeffective?TwoED'swithseparateprogramstaffbutsharedadminandfinance
staff?
168
includingourdisabled,learningchallengedpopulationstoprovideopportunitiesforthemtocontributetocommunities
inmeaningfulways.
Page 56 of 73
169
Whilehavingbothagenciesunderonedirectormayseemefficient,lcan'thelpbutwonderifitisaskingthe
impossibleofthecandidates.
170
lthinklsaidplenty
171 Askthecandidatesfortheirexperienceindevelopinga"vision"andthenbringingitintoreality.

Talkaboutsuccessesandfailureslearnedalongtheway.

Onthelast'button'questionofthissurvey,youonlyallowpeopletoselectoneoption,i.e.artist,etc.Manypeople
wearmanyhats....tobadwecan'tpickalltheappropriatecategories(trustdonor,artist,volunteer,etc.)
172
Makesuretheyaredigitalproficient
173
Advertiseinplacestoseekpeopleofcolor(includingNativeAmericans)andaddcriteriathatincludepriorityranking
forcandidateswithdemonstratedexperienceconnectingwithandworkingtoactivelyincludeandfunddiverse
communitiesacrossracial,ethnic,geographicandeconomicboundaries.
174
continuetohaveaconcernaboutoneperson'sabilitytobesuccessfulastheexecutiveofboththeOACandthe
OCT
175
ltisnotonlytheselectionprocess,buttheattitudeoftheCommissionthatcaninfluencethesuccessofthecandidate
inservingALLtheartistsandartsorganizationsinOregon.

Page 57 of 73
Websites
Associations/
Organizations
Newsletters Magazines Etc.

lnternational
Documentary
Association
(lDA) OMPACallSheet Documentary

useNational
Assemblyof
StateArts
AgenciesED
listserveand
Western
StatesArts
Federation's
ArtsJobs

Havetothink
aboutthis...
MacList,NonprofitAssociation
ofOregonjobboard,lndeed

AFTA,UBC
Cultural
Planning,
NEA/NEH;
l'msurel'llthink
ofotherslater...
ArtSearch
Page 58 of 73

lhavethe
temeritytourge
younotuse
known
agenciesor
namesofthose
whocampaign
forposition,but
enlistfrom
amongthose
whousefewer
wordstobetter
purpose.Those
intheprivate
sectorrarely
havetimebut
manyofthe
architects,trial
lawyers,
supportthearts
insignificant
ways.l'mnot
sureiflwantto
signmyname.
Maylconsider
it?Butldid
wantto
participatein
thissurvey.lt
matters.
www.nyfa.org
Alternate
Roots

Artsand
Business
Alliancein
Eugene
MAClist
Oregon
visitors
association

NASAA,
NEA,AFA,
WESTAF
Facebook,othersocial
networkingsites

Arts
Education
Partnership
UrbanHonking;PDXCreative
List;Mac'sList;
PDXPop
Now!;
Musicians
Union;
RACC;PEAL
NYFAjobssite

Association
of
Fundraising
Professionals

National
Council
Teachersof
English,
National
Organization
ofWomen
StanfordAlumniMagazine,TheNew
Yorker
AAM,lMLS

Plazm,PortlandMonthly,Oregon
Humanities,HighDesert,andall
localpapers,theweekliesinEugene
andBend,etc
Page 59 of 73

OpalCenter
forArtsand
education;
Cottage
Grove
Historical
Society;
Cottage
Theatre;Cotta
geGrove
Museum;
Cottage
Grove
Genealogical
Society
http://www.lambdaliterary.org/ca
tegory/events/
LiteraryArts
lnc
http://www.soapstone.org/about_us_pa
ges/community_announcements.html
WritersChronicle-
https://www.awpwriter.org/magazine
_media/writers_chronicle_overview

CollegeArt
Association,
NewYork
Foundation
fortheArts
macslist.org
americansfor
thearts,
nationalarts
ineducation
assoc nonprofitquarterly
OACsocial
media
OregonMusicNews
American
Federationof
Musicians,
Portlandand
Eugene
locals
PortlandFolkMusicSociety,Portland
BluesSociety
Westerns
StatesArts
Federation

NEA,state
affiliates

Chorus
America
OpportunityKnocks

Socialmedia
networkslike
Linkedlncan
reachanice
rangeof
candidates
www.chooseculture.org
Mac'slist
indeed.com
Gonational

Theatre
communicatio
nsgroup
ldealist
American
Association
ofMuseums,
Smithsonian,
NEA,NEH Mac'sList,
NYFA
CollegeArts
Association,
The
Chronicleof
Philanthropy
GetanarticleinEugeneMagazine
orartswatch.org
oregon
artswatch,
oregon
humanities.
Page 60 of 73
HeritageandHumanities
websitesandlistservs,in
additiontothoseinthearts
NYFA.org
CollegeArt
Association
CriticalCrafts
Forum
Facebook,

Amuch
strongersocial
mediaeffort
thanis
underway
AmericansfortheArts

Oregon
Humanities;
local
independent
radio;art
galleries;film
producers;
OregonBallet Communitygroups?

NASAA,
SouthArts,
Mid-Atlantic,
Westaf,
AFTA,
Grantmakers
lntheArts

ArtSearch
(Theatre
Communicati
onsGroup)
theChronicleofHigher
Education
https://www.macslist.org/
Createquity.comdefinitely,&
maybe
CommongoodCareers.com, AFTA

Arts
Education
Partnership,
NEA,NEH,
Americansfor
theArts,
American
Allianceof
Museums,
Chronicleof
Higher
Education
www.joconet.com
RogueValley
NonProfit
Network
JoCoNet-anonprofitnewsletterwith
500onthedistributionlist SouthernOregonMagazine
Craig'slist,
existing
foundationsin
Oregon
Merylshouldhave ChronicleofPhilanthropy

Nonprofit
Association
ofOregon
ArtsConsulting
Group

AAM,CAA,
NYFA,RACC

Leagueof
American
Orchestras

ArtsNorthest
ArtSearchof
Theater
Communicati
onsGroup
Page 61 of 73

National
Assemblyof
StateArts
Agencies,
Americansfor
theArts,
UnitedArts
Funds,
TCG'sArtsSearch
artsjournal.com
perhaps also
musicalamerica
.com
www.cascadebusnews.com
Classifieds,it'sfree! CascadeArts&Entertainment

National
Guildfor
Community
Arts
Education,
Americansfor
theArts

CollegeArt
Association

Theatre
Communicati
onsGroup,
Arts
Consultant
Group

AWP,PEN,
OCTE
DanceUSA
NonprofitQuarterly;Arts
Journal;ArleneGoldbard'sblog
NALAC
(National
Association
ofLatinoArts
&Culture);
NAMAC
(National
Alliancefor
MediaArts&
Culture);
WESTAF
(Western
StatesArts
Federation); ArtsJournal
ARTNews;StanfordSocial
lnnovationReview;Nonprofit
Quarterly

National
Trust,
National(and
Oregon)Main
Street,Travel
Oregon
CountyCulturalCoalitons,
RegionalArtsCouncils
Nonprofit
Association
ofOregon

NASA,AFTA,
WESTAF,NE
A

Association
ofArts
Administratio
nEducators
ChronicleofHigherEducation;
ChronicleofPhilanthropy

Americansfor
theArtsJob
Bank,
WESTAF
AAM

historical
societies,
cultural
organizations
,arts
organizations
artsmagazines,culturalmagazines,
historymagazines
professional
associations
likeinhighered
Page 62 of 73
OregonArtsWatch
OregonArts
Commission,
RACC PortlandMonthly
NOTthe
oregonian
RACC Mac'slist ChronicleofPhilanthropy
Artssearch.org
Leagueof
Historic
American
Theatresjob
board
ArtJob

American
Associtionfor
Stateand
LocalHistory,
American
Allianceof
Museums

WESTAF,
RACC
NEFA,NPN
OregonArtsWatch,Portland
Architecture
PATA,PADA,
PortlandArts
Alliance,
various
regionalarts
agencies
asmanyorganizationnewslettersas
youcangeton!

NASAA,
AFTA,
WESTAF
anyblogwith
theword"arts"
or"art"inits
title

NEA,Arts
Consulting
Group,state
artsorgs,
universities,
publicpolicy
orgs,arts
administratio
norgs.
indeed.com,idealist.org
4Culture,
NYFA,
Westaf,Arts
Northwest
Whatartsmagazinesareleft?:)
MaybeAmericanTheatre?
Governing?
UofO'sarts
adminprogram
(faculty),TCG
Boardof
Directors
www.etsy.com

TheNewYork
Timesloves
Oregon--find
thestringer.
They'dlovethis
story.

AAM,
EmcArts,
Museums
andtheWeb Mac'sList

American
Allianceof
Museums

American
Allianceof
Museums
Mac'sList
www.portlandart.net
http://indiancountrytodaymedian
etwork.com/add/classified/help-
wanted
http://www.on
aben.org/ http://nayapdx.org/about/newsletters/ http://www.nativepeoples.com/
http://www.atnit
ribes.org/about-
atni



Page 63 of 73
Note: This information is personal in nature therefore it has not been included in this report. However, 117
people did provide their contact information and will be sent the job posting once it opens.

Page 64 of 73
Page 65 of 73











Page 66 of 73











The State of Oregon is preparing to conduct a search for the next Executive Director for the Oregon Arts Commission











and Oregon Cultural Trust.












As we move into the recruitment/selection stages of the process, we would like to take a few moments to obtain your











perspective and insight on the qualities needed in this position. Your input will help us select a new Executive Director











who meets the needs of our agency, stakeholders, and the public.












The Oregon Arts Commission's role is to:











lead through advocacy, policy development and planning;











seek funding for and make grants to arts organizations and artists;











build coalitions and encourage collaborations among the public and private sectors, arts and culture











organizations, and artists; and











ensure the arts touch the lives of all Oregonians.












The Oregon Cultural Trusts mission is to lead in building an environment in which cultural organizations are sustained











and valued as a core part of vibrant Oregon communities.












The Oregon Cultural Trust is administered by the Oregon Arts Commission as part of Business Oregon. Working in











partnership with the Oregon Heritage Commission, State Historic Preservation Office, Oregon Humanities, the Oregon











Historical Society and the Oregon Arts Commission the vision of the Cultural Trust is Oregonians sustaining, developing











and participating in our arts, heritage and humanities.












The Cultural Trusts role is to:











increase appreciation of Oregons arts, heritage and humanities;











expand access to and participation in culture; and











improve support for Oregons arts, heritage and humanities.













There are a total of eight questions. It should take less than five minutes to complete. Thank you for taking the time to












complete this survey.













Note: While information provided in this survey may be subject to public disclosure, sources are not identifiable.
Page 67 of 73
1. Please rate the importance of the following characteristics, experience, and qualities
that a successful Arts & Cultural Trust Executive Director should possess.

Note: These attributes will randomly sort for each respondent to ensure their order does
not impact the quality of the responses.
Undetermined
Not
Important
Somewhat
Important
Important
Very
Important
Ability to understand and navigate policy development
Demonstrated skill at managing conflict and decision-
making

Experience in the development, management and
evaluation of a budget with diverse revenue sources and
funding mechanisms

Demonstrated ability to lead a diverse and welcoming
environment where individual and cultural differences are
valued and respected

Experience making presentations and working with
diverse groups and communities involving multiple
stakeholders, often with competing interests

Proven success in providing leadership and vision to and
forming collaborative, productive partnerships with a
diverse set of stakeholders and staff

Experience in the development, implementation and
evaluation of strategic organizational goals, plans and
policies

Knowledge of contemporary issues in regional and
national arts communities

Experience representing a board, commission, council,
public agency, or other entity

Outstanding communicator who is considered fair, just
and equitable among employees, partners and
stakeholders

Demonstrated Leadership working with artists and arts
and cultural organizations

Experience drafting, evaluating and administering grants
Page 68 of 73
2. Are there any additional characteristics, experience, or qualities (not mentioned in
question #1) the next Arts & Cultural Trust Executive Director might need in order to be
successful?

3. What are critical issues or key challenges you believe the new Arts & Cultural Trust
Executive Director and/or the agency may face?





Page 69 of 73
4. What expectations do you have of the person in this position?

5. Is there anything else you would like to share with us that will be helpful in our selection
process?





Page 70 of 73
6. If you have any suggestions for marketing/advertising and outreach for this position,
please provide them below.
7. May we provide announcement materials for you to distribute to your
contacts/networks? If so, please provide your contact information and the best way for us
to send it to you (email, mail, etc.).

Websites
Associations/Organizations
Newsletters
Magazines
Etc.


Page 71 of 73
8. Stakeholder Information: Please select the group you MOST identify with.

I am affiliated with:
Arts Administrator / Personnel

Business Oregon Staff (excluding OAC/OCT staff)

Consultant

County Cultural Coalition Member

Cultural Trust Donor (individual or corporation)

Cultural Trust Grantee

Cultural Trust Partner

Educator (K-12)

Educator (Higher Education)

Elected Tribal Leader

Individual Artists (including artist grantees)

Nonprofit Leader

OAC/OCT Board member

OAC/OCT Staff Member

Peer Organization (WESTAF, NASAA, etc.)

Philanthropic Leader

Other (please specify)

Page 72 of 73

Please click "Done" to complete your survey.

Thank you for taking the time to share your feedback. Your input is greatly appreciated.

If you have any questions, please feel free to contact me at Twyla.Lawson@state.or.us
Page 73 of 73