From museums to concert halls to theaters, successful strategies of the past are no longer sufficient. Even before the political, social, and health upheavals of recent years, arts leaders were grappling with how to succeed amidst seismic external shifts (demographic, economic, technological) and changes in the very nature of artmaking, art-sharing, and art appreciation. At the same time, many institutions were already burdened by unsustainable financial structures, outmoded managerial practices, and the responsibility to serve larger, more demanding, and diverse audiences. As the essential link between artist and audience, arts organizations have had to adapt rapidly and emphatically in order to thrive, an imperative that has now become a matter of survival. In this class, we examine best current practices in the not-for-profit arts sector and consider the kinds of radical approaches that might be necessary for the future.
Taking the perspectives of the CEO, Chairman of the Board, and Artistic Director, students will learn about advancing artistic excellence and creative innovation while expanding audiences and achieving financial goals. We will survey settings in the not-for-profit performing and visual arts, and we will hear first-hand from leaders in the field. Among the topics explored will be governance and management, serving multiple stakeholders, managing fiscal and creative tradeoffs, standing out in real and virtual spaces, achieving growth amidst rising costs and diminishing revenues, and adapting to rapidly evolving cultural ecosystems. Students will develop their own perspectives on the ways in which commerce, creativity, and culture can align and collide in the leadership of arts organizations. Students will have the opportunity to hear first-hand from leaders in the sector, as well as to grapple in real-time with the unprecedented challenges facing arts organizations today.
