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V O L . X X V I N O. X X I I G I V I N G G U I D E 2 0 2 0 – 2 0 2 1 10 M aine's performing arts organiza- tions are in trouble. And their closures, furloughs, and layoffs are negatively impacting our downtowns, small businesses, and communities — for all of whom the performing arts mean business. Performing arts organizations were among the first to close in the pan- demic and will be among the last to reopen. For the next year, entire seasons are in question or already shut down. And even if your local or most loved organization has pivoted to digital, such programs are merely place-holding for a time when they can again bring us to the stage together — and may not financially sustain these organizations for the 12 to 18 months it may yet be before a trusted vaccine is ready. The arts mean business Performing arts venues are community hubs, providing important economic multipliers to local economies, sup- porting restaurants, hotels and retail. In Maine, every $1 spent on cultural tourism results in $46 spent in the local economy. Nonprofit arts and cultural organizations add a value of $1.5 bil- lion to Maine's economy and provide upward of 17,000 jobs. A few of Maine's smaller organiza- tions have limped bravely forward with budgets and business models that can support the significant, state-mandated reductions in seating capacity (cur- rently 50) for indoor events. Others, such as those who book the 1,800-seat Merrill Auditorium in Portland City Hall, have business models too large to sustain this level of required reduction. Some are using this period of public inactivity to make structural changes to their venues — improving HVAC sys- tems, adding room to cramped, historic back stage areas for artists. In addition to their economic impact, these charitable organiza- tions have community-based mis- sions they work hard to serve and to sustain. ey promote the public good, and are actively seeking ways to help Maine recover. ey are striv- ing to continue to innovate, engage and uplift our communities. Some have built drive-ins for movies and more. Others are holding pop-up events. Many more are working with their independent artists — who, believing in the important missions of these organizations, continue to show up despite not knowing from where their next paycheck will appear — and their archives to create digital arts content. And they are primar- ily offering this content for free, as a service in efforts to heal, educate, promote racial and social equity and bring together our communities dur- ing these challenging times. Nonprofit performing arts busi- nesses are much more than economic drivers. ey are a major factor in cre- ating the culturally vibrant landscapes and healthy communities that attract and keep job-seekers, young people, and retirees. Alongside outdoor recre- ation and the state's inspiring beauty, the arts are a crucial part of what makes Maine a great place to live. As nonprofits with charitable mis- sions, this sector now needs to call on the public to ensure its survival. Almost 100% of the sector's revenues of the coming months will be in the form of individual charitable dona- tions and government economic relief and recovery efforts. Let your state and federal representatives know how crucial the arts are to you, your family and your community. Include the arts as you are able in your own charitable giving. Continue support for your local cultural organizations, especially when they are forced to be closed. ese funds flow directly back into your com- munities, producing new performances that inspire and heal and strengthen us and creating opportunities for these businesses, as a group of industry lead- ers recently stated in an open letter, "to hire more staff, employ more artists, enliven more facilities, educate more youth, and engage more citizens in col- lectively examining themselves, their communities, and the world at large." L i n d a N e l s o n i s d e p u t y director of Portland Ovations. A s we move into the unknown of 2021 amidst the dual pandemics of racism and COVID-19, supporting community-based organizations has never been more critical. Nonprof- its and community leaders have been at the forefront of response but have been called to do even more, often with even less. In my time as the president and CEO of Maine Philanthropy Cen- ter, I have witnessed a few ways that make our state special — a focus on community, a willingness to act together and an understand- ing that effective philanthropy is rooted in relationship building. is has allowed Maine philanthropy to mobilize quickly and respond to emergent needs, distributing over $15 million in support within the first five months of the pandemic. Maine Philanthropy Center is happy to share with you what we've learned about meeting this moment. 1. Give more, give now and give again e year 2020 has demanded excep- tional response from nonprofits. Many have shifted or expanded their work to meet new needs, but funding has not always followed. End-of-year giving is critical for nonprofits, especially as they go into another year with great uncer- tainty. Philanthropy has helped to bal- ance this uncertainty by giving multiyear gifts. Reliable funding allows community organizations to plan for future needs while addressing the emerging giving needs throughout the year. Now is the rainy day we've been waiting for and that we must mobilize significant resources to ensure that no one is left behind. 2. Provide flexible, unrestricted support General operating, unrestricted gifts can be transformative to organizations. ey allow organizations to dedi- cate funds where they're needed most, giving organizations the flexibility to meet current and emerging needs. ey provide nonprofits with a more stable financial picture by providing much needed liquidity. 3. Rethink reporting and application requirements Every minute nonprofits are asked to write applications or create customized reports takes away from their ability to deliver service. COVID-19 has forced philanthropy to rethink what informa- tion and data are the most critical. It has shown that we can do away with the parts of the process that may create unnecessary burdens, freeing up folks to channel their energies where it's needed most — meeting community needs. 4. Seek out organizations in affected communities You've heard the phrase "buy local," but maybe haven't considered how it could apply to your own giving. In the Giving Guide and in your communities, there are local organizations doing critical, inno- vative work. Seek out organizations that are led by those who are most affected by the work. It is no secret that Maine's communities of color have been dispro- portionately impacted by COVID-19. Organizations that are led by people of color are uniquely positioned to respond quickly to address the racial disparities exacerbated by COVID-19 because they possess the skills, experience and net- works to steward this work, they nurture the most critical resource of all — trust. 5. Finally, go beyond giving Nonprofits, and the communities they serve, need more than financial support. is next year will continue to challenge traditional business models and threaten previously reliable fundraising strategies. In addition to financial grants, philan- thropy is considering other ways to ensure nonprofits get the support they need. We've heard the need for advocacy, net- work building, capacity building and tech- nical assistance, and investments in collab- orative infrastructure where it is lacking. We invite you to join Maine Phi- lanthropy center and the philanthropic community as we continue to explore how to create a world where all Main- ers can thrive. Jeannette Andre, president a n d C E O o f t h e M a i n e P h i l a n t h r o py C e n te r, c a n be r e a c h e d a t j e a n n e t t e @ mainephilanthrophy.org B Y L I N D A N E L S O N B Y L I N D A N E L S O N B Y J E A N N E T T E A N D R E B Y J E A N N E T T E A N D R E The arts mean business, and Maine's performing arts are in trouble Make a difference with your giving C O M M E N TA RY H OW TO GIVING GUIDE

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