Arts management and funding

Volume: 12 Issue: 9

In this issue: Four reports on arts sector structures related to artists, arts management, and arts funding, including articles on the “next generation” of arts practice, new organizational models in the arts, and the resilience of the arts sector. While these reports do cite some research sources, they should be considered position papers more than research articles per se (unlike most works included in the Arts Research Monitor).

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  • Based on the author’s research and personal immersion “over the past three years in the complexities of arts support systems and their relationship to contemporary practice”, this report argues that “we need to realign our arts policy mindset and funding practices to support a new generation of arts development in Canada. To do this will require collaborative action on the part of the arts community and its funders.”

  • A powerful possibility for a more resilient arts sector

    With explosive growth in the arts over the past two decades, this report argues that “it is increasingly difficult to raise the resources required to support an ongoing organizational structure and keep it healthy”. Given this situation, the author proposes that shared administrative platforms, specifically charitable venture organizations, “could make a significant impact on improving the health of the arts sector”.

  • This paper, based on two discussion sessions in the summer of 2013 with a total of 36 participants, argues that culture must be included “as an essential fourth dimension of resilience and livability”, in addition to environmental, social, and economic dimensions.

  • An Attempt to Debunk Myths around Innovation and Identify How Grantmakers Can Support Adaptive Change

    Based on his consulting experience with many American arts organizations, the author of this opinion piece outlines myths and realities about innovation in not-for-profit arts organizations. For the author, “innovation is a newly emerging, organization-wide discipline, the most far-reaching new set of capacities arts organizations can learn, and the most powerful new discipline to enter our field since the advent of strategic planning in the 1970s”.