Engaging the Community

As is often the case, changing how we describe something helps us better focus on what is our real intent and our desired outcome. So it is with the recent change in how we describe the various actions orchestras are taking to better connect with their broader community. The shift from “outreach” to “community engagement” reflects an important change in the nature of the actions we should be taking. Outreach tends to represent a one way “me to you” dialogue, while community engagement reflects a two-way interactive dialogue. Engagement requires an interactive progression toward an improved connection or shared ideas. This has lead, I believe, to an improvement in the nature of the efforts of orchestras to better engage their communities and in particular to provide better and more engaged music education actions.

In more than sixteen years of working with and for orchestras as an executive, a board member, or arts consultant, I have watched, and supported, the change from mostly “kiddie concerts” to small in-school ensemble performances to mentoring programs and, more recently, to real educational actions. A pattern of one-way dialogue to interactive and more experiential education. While the experience of seeing an orchestra in their home environment, the concert hall, always brings smiles and wonderment, it was an experience – not lasting learning.

More recently, I have participated with Eric Bertoluzzi and the Up Close and Musical ensemble in an even more important expansion of this notion of engagement. In Englewood, a Denver suburb, the community’s elementary schools are part of a federally-funded program called Progressive Education in Arts+Academics for Kids (PEAK). Here the key difference is that the teachers are learning how to integrate music (and other arts disciplines) into the core curriculum, be it a math lesson, a science lesson or a connection to social studies. With these new skills, and teaming help from professional artists, enhanced learning by the student is achieved. Far more important, the teachers are now provided with new capabilities that last after the musicians return to their regular activities. Thus, the learning goes forward led by the student’s primary teacher, not the visiting guest artist.

This is, I believe, the key lesson for those of us interested in and committed to arts education for children and adults. The process must be designed to be an engaging one, and have a retention factor. Arts experiences, which are merely field trips or one-time events, do not create the kind of engagement that leaves a lasting impact and a thirst for personal exploration of the arts. If we are to have the impact we seek, we must be more creative and participatory, to connect with those with whom we wish to engage. The good news is that the simple change and clarity provided by viewing this as community engagement has opened the aperture for real connection with those we wish to share our love of the arts with.

About the author

James Copenhaver
James Copenhaver

Jim Copenhaver is the Senior Partner of the consulting firm of J C Enterprises – Focused Learning. The firm provides focused process management tools to assist non-profit organizations to fully achieve their purpose by utilizing the creative and innovative capabilities of leadership, employees and volunteers. The firm specializes in the areas of organizational development, governance models, self-directed teams, strategic business and marketing planning, and change management. Copenhaver’s experience with organizations in transition began with 31 years of management positions with Honeywell, including Divisional Controller, Vice President of Marketing and as Vice President of Data Storage Product Operations. With Honeywell, he was involved in pioneering efforts to shift from traditional hierarchical structures to team-based and self-directed work teams.

Following his business career, he accepted the challenge to serve as the first Executive Director/CEO for the Colorado Symphony, the nation’s first orchestra to create a working partnership of musicians, trustees and community. This new “partnership model” received national recognition as a viable alternative for non-profit organizations facing financial and operational issues. Subsequently, he has served as Interim Executive Director for the Western States Arts Federation in 1995, for Childsplay, a professional Theatre for Youth in Tempe, Arizona in 2001, for the Colorado Symphony again in 2002, and most recently in 2003, as Interim Executive Director for the Phoenix Boys Choir. In each of these positions, while assisting in the selection of the new Executive Director, he provided management and assistance to the boards in the areas of strategic planning, governance, and facilitated changes required to deal with the impact on their missions caused by the changing environment for the arts.

Copenhaver provides his business acumen and experience to assist a wide range of non-profit arts organizations. Clients have included the New Mexico Symphony, Opera Colorado, Central City Opera (CO), the Arvada Center for the Arts, the Van Cliburn Foundation, the Indianapolis Symphony, Symphonies of the Southwest Consortium, the Santa Fe Chamber Music Festival, the Santa Fe Desert Chorale, the Lubbock Symphony, the Billings Symphony and Chamber Music Sedona. Current clients include the Montana Arts Council, the Mobile Symphony, and the Anchorage Concert Association. Copenhaver is also serving as the facilitator for the Contract Review Committee of the Phoenix Symphony.
In addition, he currently serves on the following boards of trustees: Arts for Colorado (Chair); Foundation for the Denver Performing Arts Complex (Chair); Englewood (CO) Cultural Arts Center Association (Chair); Arizona Action for the Arts (Chair); Arizona Citizens for the Arts; and Childsplay Theatre for Youth Company.

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