Resource Links
Susan Cohen, OAAG Executive Coaching/Human Resource Consultant Final Report
A Resource by Susan Cohen, OAAG Executive Coaching/Human Resource Consultant & former Program Director at WorkInCulture
"It is no great stretch to say that the mentoring program demonstrated real value to those involved, to its participants. Learning, connections, networks - all advanced and expanded through the process. The opportunities it gave can benefit the individuals and the work they are involved in."
Charles C. Smith, OAAG Cultural Pluralism Consultant Project Lead Final Report
A Resource by Charles C. Smith, OAAG Cultural Pluralism Consultant Project Lead and Cultural Pluralism in the Arts Movement Ontario
"The most significant element of this project was that it moved beyond traditional notions of mentorship – i.e., one-on-one professional development – to a focus on sectoral change; however, as noted above, this was not a major component of the project’s communications, outreach and engagement of the public art galleries in Ontario who belong to OAAG."
Judy Wolfe, OAAG Change Management Consultant Final Report
A Resource by Judy Wolfe, OAAG Change Management Consultant and Partner at Consulting Matrix Inc.
"Galleries are frequently attempting to increase diversity in curation, programming, and artists, as well as attempting to increase diversity on boards and committees, but they are facing serious challenges in these efforts. Facilitating opportunities to gather and share advice, methods, and training, was raised as a way for OAAG to help galleries become better equipped and more capable in their efforts."
Diversity Vs. Pluralism
A Resource by the Canadian Dance Assembly (CDA) and Cultural Pluralism in the Arts Movement Ontario (CPAMO)
"Pluralism is not the sheer fact of plurality or diversity alone, but is active engagement with that diversity. Real pluralism requires participation, engagement. Diversity can and often has meant isolation with little traffic between them. The dynamic of pluralism, however, is one of meeting, exchange, and two-way communication."
Harvard University: Pluralism Project "In 1991, the Pluralism Project at Harvard University began a pioneering study of America's changing religious landscape. Through an expanding network of affiliates, we document the contours of our multi-religious society, explore new forms of interfaith engagement, study the impact of religious diversity in civic life, and contextualize these findings within a global framework." Click here to read essay.
A press release issued by The Andrew W. Mellon Foundation. The Andrew W. Mellon Foundation, in partnership with the Association of Art Museum Directors (AAMD) and the American Alliance of Museums (AAM), has announced the results of the first comprehensive survey to assess the ethnic and gender diversity of the staffs of art museums across the United States. Undertaken to replace anecdotal evidence with hard data, the survey provides the museum field with the first statistical baseline against which progress can be measured.
CPAMO Toolkit
Evidence-based Strategies to Promote Pluralism in the Arts by charles c. smith. "This tool-kit is about change – a value as familiar to the arts ecology as creating, producing and presenting new work. In this sense, this tool-kit fits naturally into the creative processes of arts communities and supports the arts ecology in expanding its horizons and including the voices of Aboriginal and ethno-racial communities as a central value and articulation of Canadian identity." Click here to view full kit.
Developed by OAAG for Mentorship Program. Based on research, directors often assume leadership responsibilities as listed below. Directors may assume some managerial responsibilities based on the institution's size. The larger the institution, the more likely there are other staff that assume some of the managerial responsibilities. This is only a tool and is not meant to state/imply directors take on all the below responsibilities. Director requirements vary from institution to institution.
Created by the Cultural Human Resources Council, the HR tool Competencies for Cultural Managers can be used by individuals to evaluate their own skills and to determine areas where they should pursue additional training. On a corporate level, this material can be applied in defining job profiles, developing competency-based professional development programs, negotiating and customizing training programs, developing career planning programs, recruitment profiles and individual position descriptions. For more information, Click here.
This page contains a weekly listing of employment opportunities of interest to OAAG members. For more information about posted positions, please contact the host institution. Click here to visit site.
With over 120,000 visits per month and a healthy community of arts and cultural professionals and organizations, the Work In Culture job board is the most heavily travelled sectoral work-search community in Canada. Click here to visit site.