Arts Research Monitor articles, category = Organizational planning, management, governance & marketing

Based primarily on a literature review, interviews with the Canada Council's subcommittee on legacy, transition and succession, and interviews with other Council staff, this report highlights the situation of arts organizations regarding legacy, transition and succession.
Constats du CALQ Numéro 11
This French-language report profiles the situation of 329 arts organizations receiving support from Quebec's provincial arts funder, the Conseil des arts et des lettres du Québec. Two main human resource challenges are highlighted: high levels of temporary employment and low levels of remuneration.

This report, based on a survey of graduates of cultural management and arts administration programs in Canada, outlines the situation of young cultural managers in Canada.

 

This is a detailed and helpful Australian guide to conducting audience research, including advice on "how to plan an audience research campaign from inception through to analysis and implementation".

Based on interviews with participants in 28 partnerships between arts and non-arts organizations in nine American communities as well as survey data from five communities, this report examines the potential for such partnerships to accomplish both artistic and community-service goals.
This report uses interviews with organizations involved in 10 foundation-funded partnerships to examine how partnerships between large and small cultural organizations "can be a useful tool for building cultural participation" and can help organizations "move into new worlds" by expanding their networks, horizons, capacities, and audiences.
This Canadian research, based on interviews with over 50 people involved in "non-traditional" collaborations, provides a profile of these collaborations in order to understand how such partnerships may help performing arts organizations enhance their public profile, increase diversity, develop audiences, and strengthen financial resources.
Based on interviews with five American community foundations and 45 cultural organizations involved in 19 foundation-funded partnerships, this report identifies potential advantages and drawbacks of partnerships and outlines the implications for funders and grant recipients. The report indicates that both the funders and the cultural organizations believe that partnerships can build organizational capacity, expand and diversify audiences, and expand organizational networks.
The report notes that "three issues stand out as the key elements of a national, cross-sectoral human resources development strategy": management, career self-employment, and career-long learning. The report outlines challenges, objectives and options for action in addressing these issues.