Partnerships Between Large and Small Cultural Organizations: A Strategy for Building Arts Participation (11 Jan 2006 | Vol. 4 | No. 5)
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.
The Reality Underneath the Buzz of Partnerships: The Potentials and Pitfalls of Partnering (11 Jan 2006 | Vol. 4 | No. 5)
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.
Building on Success: A Human Resources Development Strategy for the Cultural Sector (17 Oct 2005 | Vol. 3 | No. 4)
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.
Assessing Performance: Evaluation Practices and Perspectives in Canada’s Voluntary Sector (17 Oct 2005 | Vol. 2 | No. 7)
As in other parts of the world, government cutbacks to arts programs in the school curriculum in England are contributing to a push for arts organizations to supplement arts education in English schools. This study aims to assess the procedures used by arts organizations to evaluate their educational programs. The author argues that arts organizations should be able to offer schools "striking and illuminating alternatives" to officially prescribed curricula. (Malcolm Ross, Vol 5 No 1)
Managing Our Performing Spaces: Impact Study of the Costs Relating to the Management of Performing Arts Premises in Canada (17 Oct 2005 | Vol. 2 | No. 6)
This report examines the management of performing arts facilities in Canada, including a wide range of issues such as ownership, tenancy, operating costs and income, capital costs and funding, working capital, and improvements to physical infrastructure.