My favorite, and one of the most impactful Arts Extension Service programs, was the Peer Advising Program (PAN). AES had been offering planning help to state and local arts agencies for many years. As we helped, we also observed that funding and service agencies were referring skilled arts organization leaders to help smaller or less experienced organizations in consulting-like roles.
This sort of paraprofessional advising goes on all the time in both informal and structured situations. In the arts, where there is typically too little funding to hire professional consultants, experienced arts managers are often referred to help other organizations. While the helpers may be expert in management, they may be inexperienced as consultants. Advisors could make missteps (and potentially cause harm) by not anticipating some fairly predictable organizational development dilemmas. One such advisor proudly presented a report with 36 recommendations for improvement to a struggling group that could more successfully cope with just one or two.
While AES Education Coordinator (1984 – 1990), I studied in the Organizational Development program at the University of Massachusetts School of Education. A course on consulting skills inspired a practicum project to design a peer consulting program based on research in the theory and practice of organizational development, consulting, and peer counseling. AES staff’s experience as teachers and consultants was critical as were two UMass School of Education courses in consulting.
When AES Director Barbara Schaffer Bacon got a call from the Maine Arts Sponsors Association asking for training for arts leaders to help their peers, we adapted my consulting training program and the Peer Advising Program was launched in Freeport Maine in 1990.
In a nutshell, Peer Advising recruited, trained, and placed professional managers who were not otherwise experienced consultants in fundamental consulting skills. A managing director of a professional symphony, for example, would advise their counterpart in a community orchestra or choral group. Peer advisors were not intended to replace professional consultants, but filled a real need with affordable assistance, especially for smaller and more isolated organizations.
Over the next 20 years, 30 state and local arts agencies hosted the training and created Peer Advising Networks. Over 500 arts managers learned organizational development skills and helped several thousand small arts organizations strengthen their capacity. As an ancillary benefit, many of the peer advisors reported that the training enhanced their own professional abilities and career options.
“A long time ago (1994), you did our Peer Advisor Training for the Statewide Assembly in Ohio of which I was new Executive Director. That training formed the best foundation for my future career which ultimately brought me to the position of State Librarian for Pennsylvania.” Susan Banks, MLIS | Deputy Secretary & State Librarian
As with most Arts Extension Service programs, AES staff saw a need from our work in the field, developed a program to respond, and presented the program in partnership with federal, state, and local arts agencies. We continually evaluated and refined the teaching. This research and practical field-based approach informed all our arts management education training and publications. We drew from and applied University of Massachusetts academic expertise, advancing the University’s mission of research, teaching, and service.
Craig Dreeszen is a member of the Advisory Board of the Arts Extension Service. He served as Education Coordinator (1984-1990) and Executive Director of AES (1990 - 1998).
To learn more about the Arts Extension Service’s history, visit the 50th Anniversary page for more articles as well as the AES History page.