Browsing by Subject "Arts administration -- Theses."
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ItemAdding Drama to Every School Day: Partnership to Embed Theatre in School(2016-05) Leipf, Caroline; Burdett, Christine DeWalt; Baker, Ramona; Chiu, Libby Lai-Bun; Lucas, Gregory; MA in Arts AdministrationA growing field of research shows that arts in schools have positive impacts on students, teachers, the whole school environment, and even extend to families and the community. The National Endowment for the Arts has also documented that childhood arts education is a leading contributor to a young person’s propensity for future attendance and participation in the arts. Yet, trend data shows that arts education is declining in public schools. Both school systems and arts organizations have a vested interest in young people receiving a well-rounded education which includes the arts. Both face challenges and possess unique strengths in facing the challenges. This paper explores the potential benefits of combining those strengths and questions how to do so in a deeper, more long-lasting way than existing partnerships. One alternative is considered: a partnership of a theatre for young audiences company embedded within a school system would produce a hybrid teacher-artist model, improving arts education while building current and future audiences for theatre. There are many ways to deliver arts education in public schools, and many ways to do so in partnership with arts organizations. This paper does not examine feasibility, but demonstrates that arts education would be improved through an embedded partnership by delivering theatre education with quality, equity and longevity. It also demonstrates a critical need for more attention, exploration and testing of how schools and arts organizations can create deeply collaborative partnerships, to permanently embed theatre, or any of the arts, in schools. ItemAging Populations: Building Audiences Through The Intersection Of Health And Art(2016-06) Waldroff, Mary; Leonard, Sara R.; MA in Arts AdministrationThe population is aging, and at the same time, arts audiences are decreasing. The aging audience is different from previous generations, in that they demand a quality of life heretofore unrealized. Research shows a correlation between improved health and certain arts disciplines, as a means to ameliorate certain psychological and physiological symptoms. Existing programs that deal with offsetting health issues caused by the implications of aging will be discussed as a means to both improve symptoms, and thereby increase audience numbers. ItemThe Art of Service: Centering Charitable Purpose to Create Belonging In The Arts(2021-04) Johnson, Quodesia; MA in Arts AdministrationMajor paper presenting research and recommendations concerning the nonprofit arts organization's obligation to center charitable purpose and serve as a public benefit in the United States nonprofit model. ItemThe Art of the Community: Municipal vs. Local Arts Agency Funding for Public Art(2017) Conboy, Heather; Reese, Margie; MA in Arts AdministrationPublic art is the legalized and intentional placement of art in spaces easily accessible by the community. This field has been a contributing factor to community development, planning, and enhancement for thousands of years. Within the last century, government funding for public art has led to a trend of Percent-For-Art ordinances in the United States. Many municipalities have established local legislation that dedicates a portion of available funding, such as capital development projects or specified taxes, to the development of public art projects. There has also been a growth of nonprofit funding for public art, commissioned by LAAs throughout the country. While there are many examples of successful public art projects developed by both municipal government and nonprofit LAAs, those developed by municipalities are subject to greater limitations regarding funding, organizational management, project development, community input, and project evaluation. Without flexible project development and community input, a municipality has a difficult time ascertaining and incorporating the culture and identity of the community into the project, thereby diminishing its likelihood of success. A successful work of public art is one that is positively received, reflected upon, and impactful on the community. As evidenced by interviews with professionals within the field, project analysis, and related research, LAAs are better equipped to achieve this success due to the organizations’ status as nonprofits with their ability to manage projects internally, employ a variety of funding sources, and measure impact. Successful examples of public art commissioned by LAAs demonstrate a range of project development strategies, funding options, and levels of community input that result in projects that are more intimately connected to each unique community. These projects play a significant role in the community as they provide an expression of culture, aesthetics, history, tourism, and awareness. As the field of public art continues to expand across new regions of the country, both LAAs and municipal departments of public art development must take into account community input and project evaluation as they look to produce successful public art projects. ItemARTICULATING EQUITY: DEVELOPING AN ORGANIZATIONAL DESIGN PROCESS FOR NONPROFIT ARTS ORGANIZATIONS THAT DISMANTLES PRIVILEGE AND BIAS(2017-07-05) Nicotra, Ryan; McFarland, Terence; Goucher College Welch Center for Graduate & Professional Studies; MA in Arts AdministrationThe fast-changing societal makeup of America urges the leaders of arts organizations with homogenous audiences to cultivate enduring relationships with diverse publics to ensure institutional resilience and relevance. Research confirms that applications of architectural, digital, and graphic design either project an organization’s equitable values to its community or reinforce perceptions of bias. Leaders in the field of design and in the field of audience development share compatible and overlapping frameworks that support holistic, cost-effective, and responsible approaches for arts organizations to build public value across a spectrum of stakeholders. Since the passage of the nondiscriminatory Civil Rights Act of 1964, designers have been active participants in regulating societal inclusion and exclusion in public spaces. Fortunately, leaders in human-centric design have developed methods of evaluation and stakeholder engagement that are readily available for arts administrators to use in order to identify and dismantle real and perceived barriers to attendance and participation. Whereas design regulates individual and social behavior, so too may a designer’s process enable arts administrators to build enduring and meaningful relationships with diverse publics, achieve sustainable outcomes, and better adapt to societal changes in real time. Regardless of a leader’s intent, design is a powerful and determinant factor in those areas. ItemArts Advocacy at the Local Level: How Advocacy for Alternative Funding Sources from Municipalities Impacts the Creative Sector(2019-05) Brown, Rebecca; Reese, Margie; MA in Arts AdministrationThis research intended to demonstrate how organizations and their stakeholders can harness advocacy strategies to effect positive change within their local governments’ arts and culture funding systems. Limitations of municipal general funds for art and cultural investment and funding, methods of municipal art and cultural funding sources, and how cities are implementing effective, innovative funding sources were reviewed in this research. The funding systems for nonprofit arts at the local government level in South Art states’ cities with population sizes between 45,000 and 400,000 were the parameters for the research. Both onerous and innovative public funding systems for mid- to small-sized cities and their arts and cultural organizations were explored. General funds systems hindered some development of arts and cultural investment from municipalities, however, funding systems that utilized municipal general funds and alternative funding sources were better suited to harness communities’ assets and were more effective in sustaining arts and cultural resources. Diverse municipal funding sources provided stable levels of funds for the arts and cultural sector. Understanding funding systems at the local level plays a vital role in preparing arts and cultural organizations to advocate for the arts. Effective public advocacy for the arts begins with understanding the external pressures that both negatively and positively impact the cause. The effectiveness of advocacy to local government occurs when the arts and cultural sectors adopt the methods utilized by other sectors. ItemArts Currency: A Long-Term Funding Tool for the US Nonprofit Arts Sector(2016-06) Roxanne, Chandra; MA in Arts AdministrationIn a survey of nonprofit organizations, forty-seven percent of arts and cultural respondents report "achieving long-term financial stability" as their organizations’ greatest challenge (Nonprofit Finance Fund). Capitalization projects have been developed by arts funders to address this issue, but these projects are insufficient. Now, arts funders and leaders realize that the US nonprofit arts sector “must drive their own efforts to becoming capitalized” (Grantmakers in the Arts). One possibility for filling the funding gap is the creation of a currency which would circulate throughout the arts sector. Vijay Mathew and Polly Carl have proposed a digital arts currency called Culture Coin. This paper presents an argument for combining Culture Coin with paper cultural dollars to create better capitalization and thereby long-term financial stability in the US nonprofit arts sector. Arts currency can be adapted from community-based currency systems called community currency. Community currency literature reveals that these systems provide significant economic impact during periods of financial instability (Krohn and Snyder 53). Experts’ studies of community currency systems in Mexico, Argentina, Ireland, and the UK strongly suggest that hybrid systems—combining digital and paper—are more flexible, inclusive, secure, and stable than systems based solely on either digital or paper. In the nonprofit arts, a hybrid arts currency system supports the first two principles of capitalization: liquidity and adaptability of funding. However, it is the third principle, durability, where an arts currency system will encounter significant challenge. Ideas to address some of these challenges are provided in the conclusions. ItemArts Nonprofits, Cultural Branding Principles and the Social Media Revolution(2017) Chong, Kendra; Crowley, Michael; Lucas, Gregory; Schoenfeld, Mary Margaret; MA in Arts AdministrationSocial media is an integral element to our day-to-day lives and has forever changed how we communicate, socialize, and consume content. Societal trends have proven that social media is ideal for reaching masses of people instantaneously. However, this formidable communication tool has been systematically underutilized by arts nonprofits. The nature of this uniquely twenty-first century form of communication debunks well-established marketing models. To achieve maximum engagement with audience members through social media platforms, arts nonprofits should move away from established marketing models and embrace cultural branding principles. Cultural branding is a form of marketing that harnesses meaningful issues or current tensions to create significant consumer-brand relevance. These issues when framed in the context of history and modern trends, inherently make the brand more authentic to the consumer and may create a sustained subconscious and emotional connection. Arts nonprofits have an ideal organizational model for implementing cultural branding principles, specifically regarding social media. Arts nonprofits are governed by a mission that guides every decision made by the organization. The mission of an arts nonprofit is often grounded in an issue pertinent to contemporary society. Using cultural branding principles will allow arts nonprofits to participate with more relevance in the dialogue on social media, potentially leading to increased followers across all sectors, higher attendance numbers and consequently operational sustainability. Arts nonprofits face significant operational hurdles in implementing sustainable social media strategies based on cultural branding principles. Determining issues to target, avoiding politicization of the organization and content development are extremely challenging. ItemArts Participation for Reducing Stress and Promoting Organizational Wellness(2017-07-30) Pandos, Serena; Browne, Rachelle; Lucas, Gregory; Baker, Ramona; San Pedro, Amy; MA in Arts AdministrationThe negative impact of stress and the positive impact of making art was researched for this paper to benefit nonprofit leaders and the organizations they serve. Stress is believed to be associated with poor individual health, burnout, reduced job satisfaction and a driver for turnover within the nonprofit organization. High levels of leadership turnover can lead to unsustainable operating conditions for the nonprofit organization. Conversely, new scientific research is emerging that demonstrates engaging in arts activities is associated with individual well-being, stress resistance, increased job satisfaction and reduced turnover. Participating in an art form plays a positive role for the nonprofit arts administrator by reducing stress. Likewise, arts participation plays a positive role for the nonprofit arts organization by helping to reduce stress induced turnover. ItemArts, Culture & Mobility: Addressing Participation Barriers through Transportation Equity(2019) Winchester, Flannery; Crowley, Michael; MA in Arts AdministrationInequities in transportation policy and infrastructure pose barriers to arts and cultural participation for individuals in communities with poor transit options. Arts organizations can address transportation barriers through civically engaged programs and initiatives that facilitate community dialogue around transportation, facilitate community engagement with transportation planning processes, connect artists with transportation design, and identify opportunities within transportation projects as catalysts for enhancing existing cultural assets in their communities. This paper presents a brief history of transportation policy in the United States, discusses the barriers to arts participation that current transportation infrastructure and policy present to individuals, and provides examples of how arts organizations and groups have taken on roles in addressing transportation challenges in their communities. ItemAs the Last Become First: How Women of Color Leadership Revolutionizes the Creative Economy(2022-04-13) Everette, Candace; Reese, Margie; MA in Arts AdministrationThis research consists of strategies to expand and support women of color leadership in nonprofit arts organizations. It identifies several, regional case studies that examine present day WOC leaders in the field of nonprofit arts administration. ItemBeyond Compliance: Exploring Emerging Technologies to Enrich the Visual Arts Experience for Audiences of All Abilities(2017-06) Barkai, Shirley; Ewell, Maryo; Lucas, Gregory; Baker, Ramona; Dimond, Kimberly; MA in Arts AdministrationThe Americans with Disabilities Act of 1990 (ADA) mandates enforceable guidelines to modify the built environment to make it accessible for individuals with disabilities. While critically important, the ADA does little to drive social and physical inclusion of individuals with disabilities. This is particularity recognizable in museums and similar public venues displaying visual art. The detailed, intimate, and often meticulously documented experience offered to patrons without physical or sensory limitations cannot possibly be the same for those with disabilities. This paper contains descriptions of the principles of Universal Design (UD) and several emerging technologies, such as virtual reality (VR), augmented reality (AR), and 3D printing, and explores how these tools can be used by nonprofit visual arts organizations to provide broader, richer, and more inclusive experiences for audiences with a range of functional abilities. The argument presented in this document maintains that the role of visual arts organizations is not to merely comply with regulations and provide the physical accessories and necessary mechanics to improve access to visual art experiences. They also serve to enable individuals to fully experience the art form through creating and presenting inclusive environments. By applying UD principles and leveraging emerging technologies, visual arts organizations should take an active and proactive role in promoting inclusion and thus contribute to a greater social understanding and improved perception of accessibility. ItemA Brave Space for Community: Bolstering K-12 Theatre Education for Diversity, Equity, and Inclusion(2019-05) Loest, Tylor; MA in Arts AdministrationChanges in and enhanced access to K-12 theatre education can create greater long-term diversity, equity, and inclusion in American theatre. Recent data on theatre participation demonstrates audience participants to be primarily white, older, and highly educated. This group of participants is aging and decreasing their attendance. This paper explores how twentieth-century suburban growth, racial discrimination, and widening income inequality led to a system of Opportunity Hoarding. This opportunity for early arts-access, created predominantly for white Americans, aided their lifelong participation. As America shifts to a majority-minority in 2045, classrooms will begin to become more racially and ethnically diverse beginning around 2020. The second part of this paper examines how practices of the twentieth century created a diversity gap in the classroom, failing to reflect today’s students and communities. This gap hinders students from fully embracing lifelong participation in theatre. The findings of this paper demonstrate how professional theatres and community arts and cultural organizations, through a social justice lens for community engagement, can aid schools in eliminating bias within K-12 theatre education to build future participants. To combat widening income inequality, these arts and cultural leaders can work with students and communities to meet their needs in gaining access to live theatre. Finally, with public schools focused on standardized tests and the charge to fill science, technology, engineering, and math (STEM) careers by 2020, access to K-12 theatre education must be redefined to restore its place among core areas of study. The creation of a brave space for community building in schools for K-12 theatre education can aid in increasing test scores, developing social-emotional skills, re-engage civil discourse, and move STEM to STEAM. These changes can result in enhanced access to K-12 theatre education. This early exposure to theatre will build a more diverse, equitable, and inclusive American theatre. ItemBrick by Brick: Building Social Capital Through Artist Agreements in Community Theater(2019-05) Davidoff, Naomi; Browne, Rachelle; Lucas, Gregory; Ewell, Maryo; MA in Arts AdministrationThis paper highlights the importance of creating effective written agreements between authors, composers, lyricists, and nonprofit community theaters. Nonprofit community theaters, by assuming responsibility to produce agreements that benefit and protect both the artist and the arts organization, create relationships that strengthen social capital, supporting strong communities and a development of the local creative economy. By addressing specific agreement protections for both the artist and the organization, community theaters can further their mission, establish trust, and avoid legal risk. Nonprofit community theaters can better serve their artists by reducing barriers for agreement negotiations through encouraging legal education, navigating power dynamics, and engaging in active listening. This paper cites research on social capital, copyright law, employed contracts in nonprofit and commercial settings, and creative economic development. The paper concludes with recommendations for nonprofit community theaters when engaging authors, composers, and lyricists in the creation of an original work. ItemA Case for the Ephemeral: Temporary Public Art and Its Place in Our Communities(2023-05-16) Holland, Laura; MA in Arts Administration ItemA CHIEF CULTURE OFFICER AIDS THE SUCCESS OF DIVERSITY, EQUITY AND INCLUSION WITHIN LOCAL ARTS AGENCIES(2020-07-23) Jones, Channie; MA in Arts AdministrationLocal arts agencies can function as community builders by addressing diversity, equity and inclusion. Research has shown that diversity, equity and inclusion policies and practices lead to greater success in local arts agencies. Local arts agencies across the country have been addressing diversity, equity and inclusion in various ways. For local arts agencies to make greater progress in diversity, equity and inclusion within their organization, they need to employ a position that focuses on its implementation. A position such as or related to a Chief Culture Officer can aid a local arts agency’s diversity, equity and inclusion efforts by integrating them into the organizational areas of human resources, programming and grantmaking. Research from interviews, reports and studies have shown that a position such as or related to a Chief Culture Officer can improve local arts agencies internal practices and external services to its constituent arts organizations. Employing a Chief Culture Officer is feasible for local arts agencies that have accessible personnel funding and diversity, equity and inclusion invested leadership. ItemTHE CONFLICT-POSITIVE ORGANIZATION: SUPPORTING DISSENT AND EMPLOYEE-VOICE FOR MEANINGFUL ADVANCEMENT OF EQUITY, DIVERSITY, AND INCLUSION INITIATIVES(2018-06) Corpron, Sarah; Crowley, Michael; MA in Arts AdministrationArts organizations working to more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions should incorporate a conflict-positive internal culture and approach to leadership. This paper highlights the connection between healthy, positive conflict and an individual’s and group’s ability to more effectively point out and then address the invisible structures of oppression that are interwoven into the very nature of our organizations, systems, and interactions. The first and second chapters set the context for where the arts sector is in becoming a more equitable, inclusive, and diverse workforce, and why these issues matter for arts organizations. These chapters connect the internal progress arts organizations have struggled to make to the desirable outcomes of improved community engagement, greater innovation, increased productivity, and better decision making The third chapter asserts two key points: groups and organizations make better decisions when they engage in healthy conflict and conflict is a necessary and positive force in social justice change-work. Arts organizations must embrace and actively encourage healthy conflict that seeks to highlight injustice, inequity, and the unseen biases that create systemic and institutionalized oppression. Finally, the last chapter presents a general overview of what conflict-positive means for organizations. This section is a broad-strokes investigation of the internal structures, systems, and strategies that inform the power dynamics and internal culture of an arts organization. It pushes arts administrators to consider and better understand all of the ways these systems influence and inform an employee’s and team’s willingness to engage in healthy, positive conflict. In addition, this section provides examples and models worth further investigation and consideration by arts organizations seeking to be more intentionally conflict-positive. Arts administrators, leaders, and managers must incorporate conflict-positive systems and strategies through all levels of organizational operations if they wish to implement meaningful change. The findings of this paper and premises support the following thesis: arts organizations that incorporate a conflict-positive internal culture and approach to leadership can more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions. ItemConnecting Threads: Art Activism, Craftivism and the Arts Administrator(2021-04-15) Bolduc-Jang, Anne; Montenieri, Anthony; MA in Arts Administration ItemCount Me In: Leveraging Generational Differences to Sustain Volunteer Engagement(2018-06) Friedman, Megan; Wildman, Robert; MA in Arts AdministrationProfessional nonprofit theaters in the United States risk losing important support if they neglect to change existing approaches to volunteer recruitment, development, and recognition in light of evolving generational attitudes toward labor, time-use, and volunteerism. An analysis of data from US federal agencies; arts service organizations; professional associations; the academic and popular literature; and interviews with nonprofit theater shows that generational attitudes toward volunteerism may significantly impact future volunteer engagement, affecting the ability of theaters to continue to offer programming at current levels of quality. New and generationally appropriate ways of seeking, recording, and recognizing volunteer engagement are illustrated.