A Practical Approach to Managing Arts Organizations
Publication Year: 2013
Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the "family" continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal--and remedy--the problems of troubled ones.
This book addresses each element of the cycle in the hope that more arts organizations around the globe--from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions--will be able to sustain remarkable creativity, pay the bills, and have fun doing so!
Published by: Brandeis University Press
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One central characteristic of the cycle we discuss in this book fundraising, board development, etc.—are interlinked. In an ef_fort to make each chapter a useful guide for practitioners, we have, occasionally, had to repeat information in several chapters. We ...
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...that sports are mentioned in a disparaging way: “Why are sports ciated at all.” The word sports is almost always said in a sneering tone, as if it were one step above porn. (I must confess, I am as big a fan of baseball and football as I am of opera and ballet.)I always respond in the same fashion: sports teams have done a far ...
1 | Programming: It Is All about the Art
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There is one fundamental truth about arts management: the key to a healthy arts organization is strong, exciting, surprising programming. cational or outreach activities, or service to the f_ield, but I have yet to observe an arts organization that maintains health while routinely pro-I took a national speaking tour in 2009 and 2010 to discuss the eco-...
2 | Programmatic Marketing: Putting Butts in Seats
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There is no question that excellent, vibrant programming lies at the heart of any successful arts organization. Without strong productions, exhibi-tions, presentations, educational programs, or service of_ferings, no arts organization can achieve its mission or maintain f_iscal strength for an However, simply producing quality artistic and educational program-...
3 | Institutional Marketing: Image Is Everything
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...well are the traditional goals of most arts organizations worldwide.enough to ensure the health of most arts organizations. Few, if any, arts organizations can survive on earned income alone. Those that do not create excitement for their broad range of products and services and do not build interest in participation by audience members, donors, volun-...
4 | Building the Base: It's All in the Family
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I have been speaking and writing about the importance of producing exciting art and pursuing aggressive marketing campaigns for decades; this was reduced to a mantra: good art, well marketed. And while this felt intuitively correct, I never could specify a theoretical model that ex-plained why these were so important; it just felt right. It was only with ...
5 | Assembling a Productive Board: The Head of the Family
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While every family member is important, there is one group that has heightened impact on the health of the organization and its ability to cre-ate a sustainable cycle: the board of directors. A happy, engaged board is vital because it provides leadership for the internal family, ambassador-ship to those outside the organization, and resources (both donated and ...
6 | Generating Revenue: Earning Rent from the Cycle
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A happy family, led by an engaged board and competent staf_f, produces money for the organization in several dif_ferent ways: earned income (ticket sales, tour fees, licensing, rentals, auxiliary merchandise, parking, food, and unrelated business income), contributed income, and endow-ment income. While creating revenue is clearly not the ultimate mission ...
7 | Controlling Expenses: Not Glamorous, but Essential
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We have spent the majority of this book discussing resource generation, and for a good reason: it is very rarely the case that the cycle has broken because an organization has an expense problem. Despite depictions in numerous movies of the spendthrift artistic director, most arts managers are mercilessly frugal and entrepreneurial; cash constraints are a pow-...
8 | Implementing the Cycle: The Cycle Worksheet
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Many of our colleagues accept and understand the concept of the cycle, but far fewer of them use its principles to change the way they manage their institutions. This is a direct result of the fundamental reallocation of time and priorities that must accompany implementation. Cycle-driven managers do more than acknowledge the need for change; they ...
9 | When the Cycle Breaks
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While the cycle is easy to explain and to understand, many arts orga-nizations, unfortunately, do not enjoy as smooth a ride as the theory would suggest is possible. Too many are struggling with severe cash-f_low shortages, dysfunctional board/staf_f relationships, loss of donors There are several reasons why healthy organizations get sick and why ...
10 | The Cycle and Strategic Planning
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Arts organizations have been writing strategic plans for years, if for no Of course there are other vital reasons to write a strategic plan: it al-lows disparate voices to develop a common framework and roadmap, it provides staf_f with a clear set of priorities and assignments, and it en-sures that nothing is wasted—not one dollar or minute. For new cultural ...
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One of the most disappointing days of my arts management career came during my Arts in Crisis tour of the United States in 2010. I had just pre-sented to a large group in Charleston, South Carolina, and received a rousing ovation. The centerpiece of my presentation was a discussion of the cycle—a concept I had recently “discovered” on my tour. After ...
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Brett and I are deeply grateful to so many people for giving us the time to develop the concepts in this book, to practice them, to teach them, and First, we thank our colleagues at the John F. Kennedy Center for the Performing Arts, especially David Kitto and Marie Mattson, who have played huge roles in developing the concepts reviewed in this book....
Also from Michael M. Kaiser
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Hardcover ISBN: 97eight.oldstyle-1-five.oldstyleeight.oldstylefour.oldstyle6five.oldstyle-7three.oldstylefive.oldstyle-four.oldstyleEbook ISBN: 97eight.oldstyle-1-five.oldstyleeight.oldstylefour.oldstyle6five.oldstyle-eight.oldstyle1four.oldstyle-6PR.scA.scISE.sc F.scO.scR.sc M.scIC.scH.scA.scE.scL.sc m. K.scA.scISE.scR.scHardcover ISBN: 97eight.oldstyle-1-five.oldstyleeight.oldstylefour.oldstyle6five.oldstyle-906-eight.oldstyleEbook ISBN: 97eight.oldstyle-1-five.oldstyleeight.oldstylefour.oldstyle6five.oldstyle-9five.oldstyle1-eight.oldstyle...
Page Count: 212
Publication Year: 2013