The Fountain Theatre is pleased to announce that it has been awarded an Arts and Humanities grant from the Ahmanson Foundation in the amount of $50,000, doubling the amount awarded to the Fountain by the Foundation last year. The Ahmanson Foundation strives to enhance the quality of life and cultural legacy of the Los Angeles community by supporting non-profit organizations that demonstrate sound fiscal management, efficient operation, and program integrity.
“We are deeply grateful to the Ahmanson Foundation for its continued partnership and support,” states Fountain Co-Artistic Director Stephen Sachs. “This grant will allow us to enhance our ability to serve the Los Angeles community.”
The Ahmanson Foundation directs its giving toward the areas of the arts and humanities, education, human services, and health and medicine. The foundation’s grants in these areas are largely dedicated toward capital projects that support the nuts-and-bolts-type needs of non-profits. The vast majority of the foundation’s philanthropy is directed toward organizations and institutions based in and serving the greater Los Angeles area.
The grant award reflects the success of The Fountain Theatre’s ongoing campaign under the guidance of Director of Development Barbara Goodhill to increase the levels and broaden the sources of contributed giving to the organization. Today’s announcement follows last month’s news of a $40,000 award from The Wallis Annenberg Foundation to the Fountain for general operating support.
“This generous award from the Ahmanson Foundation is another extraordinary endorsement and affirmation of The Fountain’s continued growth and prestige within Southern California’s cultural landscape and the funding community, ” states Goodhill.
The Fountain Theatre is pleased to announce that it has been awarded an Arts and Humanities grant from the Ahmanson Foundation in the amount of $24,500. The Ahmanson Foundation is committed to the support of non-profit organizations and institutions which continually demonstrate sound fiscal management, responsibility to efficient operation, and program integrity.
“We are deeply grateful to the Ahmanson Foundation for its funding support,” said Fountain Co-Artistic Director Stephen Sachs. “This grant will allow us to upgrade and enhance our ability to serve the Los Angeles community.”
The Ahmanson Foundation serves Los Angeles County by funding cultural projects in the arts and humanities, education at all levels, health care, programs related to homelessness and underserved populations, as well as a wide range of human services. The vast majority of the Foundation’s philanthropy is directed toward organizations and institutions based in and serving the greater Los Angeles area.
“This is our first grant award from the Ahmanson Foundation,” says Sachs. “We look forward to an ongoing partnership together for many years to come.”
Katie McConaughy and Susan Wilder in ‘Freddy’, 2017.
by Randy Cohen
The arts are fundamental to our humanity. They ennoble and inspire us—fostering creativity, goodness, and beauty. The arts bring us joy, help us express our values, and build bridges between cultures. The arts also are a fundamental component of healthy communities, strengthening them socially, educationally, and economically—benefits that persist even in difficult social and economic times.
Arts improve individual well-being. 63 percent of the population believe the arts “lift me up beyond everyday experiences,” 64 percent feel the arts give them “pure pleasure to experience and participate in,” and 73 percent say the arts are a “positive experience in a troubled world.”
Arts unify communities. 67 percent of Americans believe “the arts unify our communities regardless of age, race, and ethnicity” and 62 percent agree that the arts “help me understand other cultures better”—a perspective observed across all demographic and economic categories.
Arts improve academic performance. Students engaged in arts learning have higher GPAs and standardized test scores, and lower drop-out rates. The Department of Education reports that access to arts education for students of color is significantly lower than for their white peers, and has declined for three decades. Yet, research shows that low socio-economic-status students have even greater increases in academic performance, college-going rates, college grades, and holding jobs with a future. 88 percent of Americans believe that arts are part of a well-rounded K-12 education.
Arts strengthen the economy. The arts and culture sector is a $730 billion industry, which represents 4.2 percent of the nation’s GDP—a larger share of the economy than transportation, tourism, and agriculture (U.S. Bureau of Economic Analysis). The nonprofit arts industry alone generates $135 billion in economic activity annually (spending by organizations and their audiences), which supports 4.1 million jobs and generates $22.3 billion in government revenue.
Arts are good for local businesses. Attendees at nonprofit arts events spend $24.60 per person, per event, beyond the cost of admission on items such as meals, parking, and babysitters—valuable revenue for local commerce and the community. Attendees who live outside the county in which the arts event takes place spend twice as much as their local counterparts ($39.96 vs. $17.42).
Arts drive tourism. Arts travelers are ideal tourists, staying longer and spending more to seek out authentic cultural experiences. Arts destinations grow the economy by attracting foreign visitor spending. The U.S. Department of Commerce reports that, between 2003-2015, the percentage of international travelers including “art gallery and museum visits” on their trip grew from 17 to 29 percent, and the share attending “concerts, plays, and musicals” increased from 13 to 16 percent.
Arts are an export industry. The arts and culture industries had a $30 billion international trade surplus in 2014, according to the Bureau of Economic Analysis. U.S. exports of arts goods (e.g., movies, paintings, jewelry) exceeded $60 billion.
Arts spark creativity and innovation. Creativity is among the top 5 applied skills sought by business leaders—with 72 percent saying creativity is of high importance when hiring. The Conference Board’s Ready to Innovate report concludes, “The arts—music, creative writing, drawing, dance—provide skills sought by employers of the 3rd millennium.” Research on creativity shows that Nobel laureates in the sciences are 17 times more likely to be actively engaged in the arts than other scientists.
Arts improve healthcare. Nearly one-half of the nation’s healthcare institutions provide arts programming for patients, families, and even staff. 78 percent deliver these programs because of their healing benefits to patients—shorter hospital stays, better pain management, and less medication.
Arts and healing in the military. The arts are part of the military continuum—promoting readiness during pre-deployment as well as aiding in the successful reintegration and adjustment of Veterans and military families into community life. Service members and Veterans rank art therapies in the top 4 (out of 40) interventions and treatments.
Happy New Year!
Randy Cohen is Vice President of Research and Policy at Americans for the Arts, the nation’s advocacy organization for the arts.
“I am so honored and excited to be a part of the Fountain Theatre family.”
The Fountain Theatre is delighted to welcome Brenda L. Marsh, C.P.A., C.F.E., as a new member to our Board of Directors. Brenda is an accountant and partner with the Los Angeles accounting firm Goren, Marcus, Masino & Marsh. She joined the firm in 1993, and became a partner January 2003. Brenda has a Bachelor of Commerce degree with an emphasis in accounting from the University of Alberta, Edmonton, Canada, 1979. She has been in public accounting since 1979, including international C.P.A. firm experience. Her areas of expertise include: litigation support services, auditing, review and compilation of financial statements in a variety of industries; and corporate tax preparation.
Brenda brings years of dedicated experience in philanthropic service to the Fountain. She is committed to enriching communities and improving the lives of others and has served on the boards of charitable organizations. Brenda is married with two children and lives in Los Angeles.
“I am so honored and excited to be a part of the Fountain Theatre family,” says Brenda.
We look forward to Brenda enhancing our Board with her professional guidance and expertise, her intelligence, good humor and positive energy. Welcome, Brenda!
Seeking Undergrad College Student for Paid Summer Internship
Know a college student looking for a job this summer? A student who likes theater? Enjoys working in an office? Is bright, organized, good with people, and eager to learn? The Fountain has a job for him/her this summer.
The purpose of the internship is to provide undergraduate students with meaningful on-the-job training and experience in working in nonprofit arts organizations, while assisting arts organizations to develop future arts leaders. Students eligible for the internship position must be currently enrolled undergraduate college students who are residents of and/or attending college in Los Angeles County. Students must have completed at least one semester of college by June 1, 2013 and be currently enrolled in a community college or a four-year university. A 10 week paid summer internship (40 hours/week) starting no earlier than June 3 and ending no later than August 10. Pay is $350 per week. The Fountain is seeking an office intern for DEVELOPMENT.
DEVELOPMENT INTERN POSITION DESCRIPTION The Development Intern will receive valuable on-the-job training and professional experience in researching, writing and submitting grant proposals to foundations and other funding organizations. The intern will assist in targeting and contacting new funding sources, creating and implementing new fundraising materials, assist in individual contribution programs, and facilitate special events for donors and community partners.
SKILLS REQUIRED The intern candidate must have basic computer and word-processing skills (PC, Word, Excel, Internet), good communication skills and pleasant phone manner, organizational skills, be detail oriented, and have the ability to multi-task in an intimate office environment. A sense of humor and a willingness to learn many aspects of theatre management. S/he should be self-motivated and have the ability to take initiative when required. S/he should also have a passion for theater. Excellent writing and editing skills. An ability to work effectively both independently and cooperatively. Creativity, enthusiasm for learning, and an outgoing, friendly demeanor.
Our intern last summer was Jessica Broutt from UC San Diego. She was terrific and a tremendous help to us for the 10 weeks she was here at the Fountain last summer. She also had a wonderful experience herself:
“I can tell you first hand that not only is the Fountain Theatre intimate and excellent because of its space and the theatre produced here, but because of the people who work here as well, ” she says. “I have been spoiled working for any other organization because now I know what being an intern should be like, and I can’t wait for my next opportunity to come back. I just loved working at The Fountain.”
HOW TO APPLY To apply, please email resume and cover letter to Stephen Sachs at Stephen@FountainTheatre.com. Please call 323-663-2825 with any questions. Deadline to apply: May 10, 2013.
Something profound happened on the first Tuesday in November, something I’m still trying to digest fully. To my mind the election results represent a victory of love over hate, of human dignity over market forces, of public service over private gain. Those who spewed hate toward women weren’t reelected. Those who insisted on heteronormativity as the only way were defeated handily, and those who spouted the rights of the wealthy to buy elections for the sake of perpetuating the private markets of their personal fortunes were sent packing. On that Tuesday, at least for a moment, we redefined public service as something meant to benefit everyone, not just the few.
John Adams wrote in a letter to his son, “Public business, my son, must always be done by somebody. It will be done by somebody or another. If wise men decline it, others will not; if honest men refuse it, others will not.” Most of us would agree, though deeply flawed, our Founding Fathers were wise men who created a frame for a political system that in many ways has served us well.
I feel and see more deeply the cost of a commitment to public service. The long view of history reminds me that the $4.2 billion we spent on this last election is recent history. And it also makes me ask: Are too many honest men and women refusing public service, making room for too many politicians driven by ego and the desire for personal gain? And because this is what I do for a living, it makes me think about the history of the regional theater movement—about our leaders, past and present. And I ask: How do we currently as a field define our relationship to public service? We take a tax break, and like churches and libraries, we offer something of value to the public. When we say we choose to make our art in the context of nonprofit theater, we embrace a form of public service—not for the sake of glamorous careers that include arriving in limos to the Tony awards and sipping champagne with the stars. I intentionally chose to work inside nonprofit theater because I had a deep desire to effect change in the world. But somewhere along the historical path of the nonprofit theater movement, public service to artists and a community ran head long into private desires for personal success. Like our political milieu the public good has gotten confused with private desires.
In both editing the report, In the Intersection: Partnerships in the New Play Sector by Diane Ragsdale, just released by The Center for the Theater Commons, and attending the convening that the report covers, I have a deeper understanding of the movement of history in our field from a purer sense of public service to a market-driven desire to both serve and survive. These historical shifts in mission and purpose aren’t simple, and they don’t happen over night. We didn’t go from John Adams to Mitt Romney without struggles of every kind. But if you are invested in the future of the nonprofit theater movement, I suggest you read this report closely (you can download it for free), because it will place you in the thick of history whose next chapter will be written by the readers of HowlRound, among others.
The meeting this report covers was, from my vantage point, remarkable. The participants are public servants struggling with increased market pressures—how to make a public good in the face of enormous obstacles. The report covers a historical shift from the very opening conversation between Rocco Landesman and Gregory Mosher, and that shift is more deeply explored in the second chapter in the conversation between Oskar Eustis and Robert Brustein. Eustis frames the very question that the report explores:
What strikes me as you talk Bob is that . . . everything you’re talking about is about being part of a larger history that stems back really to that beach in Provincetown in 1920 through to the present. And you talk about being engaged in the training and the discussion and the creation at all at once so that, in a way, you are creating a world of values that is separate. And that world of values is part of a larger history; but we haven’t talked about profit or commerce in any of this really. And I think that one of the difficult things is: Where do you find an alternative set of values in the world—where you can live inside an alternative set of conversations about “profit and loss”?
In pondering this question we must consider the history of our own movement. We must consider the values and the words of the founders of this movement like Robert Brustein and Zelda Fichandler who are still around and able to guide us—and not just when it’s to our advantage to do so, but even when that looking back questions our practices in the moment. The group of twenty-six nonprofit theater representatives, commercial producers, and artists that gathered for this conversation did exactly that. And in the looking backwards and forwards, all of us in that room felt perplexed about where the nonprofit theater movement stands now. We asked ourselves how we had gotten from there to here and most of the nonprofit participants, as you will read, were not convinced that here was what our founders meant when they argued that nonprofit status made sense for the theater. In one of the many honest and soul-searching moments in the report, Tony Taccone, artistic director of Berkeley Rep, tries to make sense of how we came to this moment in our history:
And so we’re trying to describe what happened to us. And trying to exercise a little bit of consciousness about where we want to go. Is there a creative progressive place we can go together as a community, as a culture? Because individualism, fame, money, materialism lead one another to an iceberg. But we all kind of need and want those things too; so it’s a really tricky road.
And so I sit here post-election pondering multiple American histories, the histories of presidents, and Constitutions, and theater movements. And I don’t want to argue that things should be as they once were. We don’t look back in order to go back, but rather to better choose what going forward looks like. I’m so grateful for the evolution of thought that has created the possibilities for new stories, not the least of which is my new story as a legally married person. But in this post-election bliss for many of us, it makes sense for us consider why we value public service, and why we’ve chosen a life in the nonprofit theater. Have we done it to succeed on personal terms or do we make art to make the world better?
Polly Carl is the director of the Center for the Theater Commons at Emerson College, and the editor of the online journal HowlRound.