This report by Harvard professor Mark Moore, an authority on public administration, offers state arts agencies practical guidance on setting realistic goals, measuring and communicating the public value of their work and cultivating support from policymakers. It draws lessons from the experiences of the State Arts Partnerships for Cultural Participation (START) effort, a Wallace initiative that worked with state arts agencies to find ways to build participation in the arts. The report includes a framework to help managers in government agencies position their organizations in ways that help their organizations survive and ensure their resources are used as efficiently and effectively as possible to contribute to the public. Specifically, it delineates three distinct issues public managers must address while developing a strategic vision: what public value they seek to produce for individuals and communities; the sources of legitimacy and support they can rely on to provide the authorization and resources they need to pursue that vision; and the location and character of the operational capacity required to achieve their goals.

 Points of Interest

  • To carry out a value-creating strategy with concrete results, state arts agencies need to develop and use a set of performance measures consistent with that strategy.
    For concrete results, state #arts agencies need performance measures consistent w/ their value-creating strategy.
  • Given intense competition among public causes for limited resources, the idea that government arts support will be a high priority cannot be taken for granted.
    State #arts agencies can’t count public-support eggs before they’re hatched, esp. w/stiff competition for resources.