Strategic planning in the arts : a practical guide / Michael M. Kaiser.

ISBN:

9781512603217

Title:

Author:

Kaiser, Michael M., 1953- author.

Personal Author:

Kaiser, Michael M., 1953- author.

Physical Description:

1 online resource

General Note:

First version published: New York : Kaiser/Engler Group, 1995.

Contents:

A framework for strategy development: building on the mission -- Writing a mission statement -- Understanding the environment: external analysis -- Internal analysis: the management audit -- Artistic planning -- Educational programming -- Programmatic marketing -- Institutional marketing -- Development planning -- Boards -- Organizational structure/staffing -- Technology -- Implementation planning: the rubber meets the road -- Financial planning and management -- A plan for planning: the planning process -- The planning environment.

Local Note:

eBooks on EBSCOhost

Subject Term:

Arts -- United States -- Management.

Arts -- Management.

Arts -- Gestion.

ART / General

BUSINESS & ECONOMICS / General

Arts -- Management

Geographic Term:

United States

Format:

Electronic Resources

Electronic Access:

http://ezproxy.angliss.edu.au/login?url=http://ezproxy.angliss.edu.au/login?direct=true&scope=site&db=nlebk&AN=1730598

Publication Date:

2019

Publication Information:

Waltham, Massachusetts :

Brandeis University Press,

[2019]

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
706 23	1:E-BOOK	1	1:ONLINE	Searching... Unknown

Bound With These Titles

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Summary

Planning today is more important than ever. Both acquisition and allocation of resources are increasingly difficult for arts organizations as a result of emerging technologies, reduced arts education, aging donors, and the advent of new forms of entertainment. It is essential for arts organizations to take a coherent approach to these issues to remain vibrant over time. In fact, most arts organizations do periodically attempt some kind of planning exercise. But a review of hundreds of such plans suggests that most contain merely a wish list, rather than concrete plans for the future: "We will increase ticket sales!" is a common "strategy" expressed in too many arts plans. In the absence of details about how ticket sales will be increased, it's an empty promise. In Strategic Planning in the Arts, Michael M. Kaiser, the former head of the Kennedy Center in Washington, DC, and an arts management guru, has produced a clear, concise guide for staff or board members of not-for-profit arts organizations who are responsible for developing, evaluating, or implementing plans. Relying on real-world cases and examples, Kaiser shows how to conceive, assess, and act on every part of the strategic plan, from the mission statement to the financial statement; from managing the board to marketing. Praise for Michael Kaiser: "A rich yet tidy cornucopia of solutions for the challenges facing the American arts scene."--Washington Post

Author Notes

MICHAEL N. KALAFATAS was born in Cambridge, Massachusetts, and educated at Brandeis University and at Harvard University. In 1946 and 1947 he lived in the Tarpon Springs area of Florida with his family. He has spent considerable time in the Dodecanese Islands of Greece. For more than twenty years Kalafatas served as director of admissions at Brandeis. He now lives in Wayland, Massachusetts.

Reviews (1)

Choice Review

Kaiser (DeVos Institute of Arts Management, Univ. of Maryland) provides a framework for understanding how to strategically manage nonprofit arts organizations. The book covers traditional business strategy topics--e.g., marketing, staffing, funding, financial planning, mission statements, understanding external opportunities and threats, managing internal strengths and weaknesses, and evaluating the success of strategies. What is unique about the book is its treatment of specific things nonprofit arts organizations have to consider--hiring artistic directors, training young artists, setting up exhibitor space, packaging performances, acquiring collections, and so on. The book provides numerous bulleted checklists of strategic issues. Tables such as the earned income worksheet, capital campaign schedule, and the balance sheet are scattered throughout. The book is applicable to nonprofits in general, with a focus on boards of directors, capital campaigns, donor management, grant writing, special events, and connections with foundations and government agencies. A section on the planning environment focuses on challenges that can occur when the organization encounters financial distress, loss of major funders, leadership changes, and startup chaos. A review chapter outlines each phase of the planning process. Summing Up: Recommended. Graduate students, researchers, faculty, professionals. --Gundars E. Kaupins, Boise State University