Producing A Performing Arts Season

93-811

Units: 6

Description: The performing arts industry has had a varied and lively history in the United States for the last 175 years (essentially once train travel allowed for broad distribution of artists across the nation). In the beginning the arts were for entertainment and profit. Today, the need to entertain and pay the bills persists, yet it is set within a (mostly) nonprofit landscape in which performing arts organizations produce works to transform audiences via one or several intersecting art forms. Producing a successful season entails selection (planning) and implementation (managing) of programs, something that is neither easy nor consistent. Driving and complicating the situation is the usual bifurcated management structure. Managers must find a way to implement the vision an Artistic Director – an individual with an aesthetic framework that shapes an institution and its artistic offerings. Arts managers enable his or her artistic vision within the context of the physical, geographical and financial situation of a company. Combining and mixing these forces is frequently messy and always an adventure. Organizational history provides some structures to the process, but each season brings new artistic and managerial challenges against a backdrop of a rapidly changing society. If a career of ‘doing the same thing’ is the goal then a different field might be recommended. This course will examine approaches to producing a performing arts season of programming with an emphasis on the nonprofit season structure. Over 7 short weeks we will attempt to answer the following question: How do managers move an organization mission through an artistic vision set across a selection of programs and create a system to manage the process and evaluate artistic success, community impact and mission-centric strategic goals? How can arts leaders commission new works in an environment that provides greater earned income for doing things people already know? Required readings will include books, excerpts, workbooks and articles on planning, management models and styles. Much of the work for the course, however, is created through individual and group research shared across the class. The producing frameworks for the unique qualities of performing arts programs (season planning, education programs, etc) are our topic but within the setting and requirements of individual disciplines. The course will include participation in Pittsburgh – based arts programming. Guest speakers will present their approaches to season and related programmatic planning, management and lessons learned. It is worthwhile noting that a life of reading and experiencing the performing arts is critical to successfully planning and managing performing arts programs.

Learning Outcomes: During the course students will gain an understanding of: - Mission, strategy and planning as it influences and drives programming across an institution - Management Systems and Models - Logic Model applications in the creative enterprises - Fundamental management techniques - Emerging models from design thinking to entrepreneurial management in a social world - Artistic, institutional and budgetary frameworks driving organization program decision-making - The process of negotiating and contracting an individual program’s intersecting parts. - The unique forces professional union contracts impart on the structure of a season. - Investigating opportunities beyond a simple season - The possibilities for extended life (and income) to an organization’s intellectual property. - The role education and community engagement take in an organization’s program planning.

Syllabus: 93-811_262.pdf