ArtsLab Library

Tools for Results Toolkit

Sharon Rodning Bash — Thu, 15 Apr 2010 16:41:36 -0500

by Texas Commission on the Arts

The TCA Tools for Results Tool-kit covers six topic areas: Fundraising & Development, Programs & Exhibitions, Cultural Tourism, Marketing, Advocacy, and Nonprofit Basics. Each section covers the basics, relevant concepts, best practices, things to consider, ideas for implementing change, common mistakes, ways to get started, do’s and don’ts, and how-to’s on a variety of topics, with the intention that nonprofits take these tools and adapt them for their own purposes.

TCA uses in-text citations throughout the Tool-kit in acknowledging those sources.

Working Wikily

Sharon Rodning Bash — Thu, 15 Apr 2010 16:11:24 -0500

by Gabriel Kasper and Diana Scearce
Monitor Institute and
David and Lucile Packard Foundation

Network- and web-centric models of communicating, connecting and working together challenge us to think outside of our traditional organizational boxes and boundaries. This timely paper helps us understand the changes taking place through social media and also consider what these changes might mean for how we organize our work. Working Wikily: How Networks are Changing Social Change provides a very readable summary of how new tools and technologies are reshaping our world. Visit WorkingWikily.com.

Federal Financial Compliance Requirements

Sharon Rodning Bash — Thu, 04 Feb 2010 11:22:22 -0600

As we all prepare for our annual IRS 990 reporting, it is important to be reminded of the federal requirement for policies and procedures around financial internal controls, conflict of interest, and whistle blower safeguards.

All nonprofits with gross receipts in excess of $25,000 a year are required to file a federal 990 or 990-EZ. In addition to demonstration of sound “Internal Controls” or “Separation of financial duties,” this filing now also requires demonstration of policies and procedures around “Conflict of Interest” and “Whistleblowers,” in the wake of debacles from Enron to Madoff.

We refer you to the Minnesota Charities Review Council for a variety of accountability resources.

In addition, The Nonprofit Assistance Fund provides an excellent sample of a financial policy that offers guidelines on financial checks and balances.

Finally, The Minnesota Council of Nonprofits offers an excellent Sample Financial Procedure as well as a variety of other Financial Templates and samples to help us all maintain the best standards in our financial practices and . . . stay legal!

National Arts Index 2009

Sharon Rodning Bash — Fri, 29 Jan 2010 12:25:17 -0600

Americans for the Arts

Similar to reports such as The Conference Board’s tracking of consumer confidence, the National Arts Index views the arts as a dynamic system and is designed to provide reliable longitudinal information. It is unique when compared to other arts data systems in its scope, amount of data it presents, and annual publication. The launch of this index will provide important comparative information over time. Based on 76 indicators, in this important index readers can probe trends and explore the dynamics of the sector. Four trends are highlighted in the summary document:

The arts follow the business cycle
Demand for the arts lags supply
How the public participates in and consumes the arts is expanding
The competitiveness of the arts is slipping

The National Arts Index is an important resource to explore and also to watch annually.

The Arts Ripple Effect

Sharon Rodning Bash — Fri, 29 Jan 2010 12:00:18 -0600

Produced by the Topos Partnership for the Fine Arts Fund

This research finds that public responsibility for the arts is undermined by deeply entrenched perceptions that have nothing to do with government and everything to do with understanding of the arts. The work explores the underlying assumptions that work against valuing of the arts across sectors of our communities, as well as provide new thinking and a new frame: The Ripple Effect. This frame focuses on community-wide, not private benefits; goes beyond economic value; and focuses on shared emotional experience and a more connected population. The article offers significant food for thought as well as tips for your “elevator speech.” A MUST READ. The Arts Ripple Effect, Fine Arts Fund.

How Management Teams Can Have a Good Fight

Sharon Rodning Bash — Fri, 15 Jan 2010 16:20:00 -0600

by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.K. Bourgeois III

Top managers are often stymied by the difficulties of managing conflict. This timely article reminds us that the challenge is to encourage members of management teams to argue without destroying their ability to work together.

We Make the Road by Collaborating

Sharon Rodning Bash — Fri, 15 Jan 2010 09:04:34 -0600

by Paula Manley, National Alliance for Media Arts & Culture (NAMAC)

There are many reasons why collaboration is becoming more of an operating norm for our organizations: The diversity and complexity of our communities necessitates that we seek out partners and work jointly to fulfill our missions. In this important report, the author shares the fundamentals of conscious collaboration.

Paula Manley, co-director of The Learning Commons and principal of Paula Manley Consulting, specializes in participatory planning, staff and board leadership development, succession planning and executive director transitions. She also curates a small public art installation space in Southeast Portland, Mad/50.

Market Research for Orchestras

Sharon Rodning Bash — Tue, 23 Jun 2009 11:27:58 -0500

This paper discusses the need for market research and explains the various surveys that can be performed by individual orchestras. The paper reviews some of the advantages of conducting market research and provides a methodology you can use to find out more about the market for your orchestra. A generic sample audience survey is included. Be sure to explore the wealth of other materials at this site as well!
More>>.

Managing and Adapting in a Time of Uncertainty

Sharon Rodning Bash — Thu, 04 Dec 2008 11:15:28 -0600

Minnesota’s nonprofit organizations are facing uncertain times. The demand for services is increasing at the same time that traditional sources of funding are shrinking and changing. Having been through economic cycles before, nonprofit leaders know that it will take creativity, innovation, and focus to weather this period.

Kate Barr, Executive Director of the Nonprofits Assistance Fund, offers excellent advice to all arts administrators facing an economic downturn. Managing and Adapting

Be sure to also explore all of the excellent resources of the Nonprofits Assistance Fund on their website.

Managing in Tough Times: 7 Steps

Sharon Rodning Bash — Wed, 26 Nov 2008 15:24:57 -0600

Recessions are a time to keep up hope, and to plan, quite explicitly, for the worst, recognizing that troubles may unfold in fits and starts. Having Plans B, C, and D in place and knowing when to move to each can mean the difference between pacing your organization through a marathon and a slippery slide into financial and organizational exhaustion. How to craft contingencies? More >>

Staying Engaged, Stepping Up: Succession Planning

Sharon Rodning Bash — Mon, 27 Oct 2008 14:56:11 -0500

The Annie E. Casey Foundation, in collaboration with the Evelyn and Walter Haas, Jr. Family Fund, have developed a series of monographs on executive transitions through their Leadership Transition Project. These monographs are useful not only to the organization facing executive transition, but to any nonprofit board of directors focused on strengthing sustainable organizational capacity.

Some Historical Threads of the Community Arts Story (and why they are important)

Sharon Rodning Bash — Sun, 19 Oct 2008 10:52:39 -0500

by Maryo Gard Ewell, published by the Community Arts Network

This story is grounded in the belief that the physical community is important to the physical, emotional and spiritual well-being of the people who live there. Community artists work with planners, help citizens create powerful visual symbols of their identity (the deepest form of “public art”), work as architects or landscape designers, collaborate on public works projects, and work as activists on issues ranging from safe streets to public gathering places. More>>

Sample Personnel Policies

Sharon Rodning Bash — Sun, 12 Oct 2008 20:01:16 -0500

Any nonprofit organization should be committed to fair, clearly stated and supportive relationships between the organization and its staff. The personnel policies of the organizatin are established in order to provide a guide to the personnel practices of the organization and to ensure consistency of personnel decisions, as well as compliance with the letter and spirit of all applicable federal, state and local regulations. More

Planning Template Guide: The Nonprofit Plan

Sharon Rodning Bash — Sun, 12 Oct 2008 17:52:13 -0500

from the Center for Nonprofit Excellence.

The framework is a pilot for use as one of the main elements of the nonprofit business planning protocol that is the planned outcome of a project of the Center for Nonprofit Excellence, funded by The WK Kellogg Foundation, with additional support to NCNE from the Carnegie Corporation.

The project has a number of assumptions about the meaning, purposes and occasions for planning. Register to access this and other free planning resources. More.

Collaboration Handbook: Creating, Sustaining and Enjoying the Journey

Sharon Rodning Bash — Sun, 12 Oct 2008 17:34:54 -0500

by Michael Winer and Karen Ray

The Collaboration Handbook has become a standard in the field. You’ll learn how (and why) to:

Find and attract the right people
Build trust among diverse groups
Change conflict into cooperation
Select the best structure for your collaboration
Keep people involved, enthusiastic, and motivated
Energize your supporters with a powerful collaborative vision
Deepen the roots of collaboration for lasting success

You may order this practical tool from Fieldstone Alliance.

Five Life Stages of Nonprofit Organizations

Sharon Rodning Bash — Sun, 12 Oct 2008 17:22:42 -0500

by Judith Sharken Simon, MA

Directors, board members, managers, and consultants can use this guide TO:

Put problems in context. You’ll learn which problems are typical for your stage of development, and which ones point to potential dangers.

Effectively manage transitions from one stage to the next. You’ll know where you’re headed, so you can bring the organization into its next stage of growth.

Keep the organization on track, working at its best in any given stage.

Watch for the warning signs of decline or dissolution.

Access this publication through Fieldstone Alliance

In addition you may wish to

complete Fieldstone’s free on-line Nonprofit Life Stage Assessment
sign up for Fieldstone’s free Monthly Management Tools

Checklist for Accountability

Sharon Rodning Bash — Sun, 12 Oct 2008 16:43:28 -0500

Checklist for Accountability

Actions every charitable organization can take to strengthen transparency and accountability

Building an organization committed to the highest ethical standards demands more than just following the law: it also requires fostering practices that create an environment of transparency, accountability and integrity.

The steps listed below will help every charitable organization reassure its stakeholders of its commitment to upholding the public trust vital to earning support and fulfilling its mission.

Creating an accountable organization is an ongoing process. Board and staff members should review recommended practices regularly, and adjust their rules, methods and communications as needed.

Fortunately, no one has to start this work from scratch. There are many resources available as models, and we encourage you to share your policies and practices with colleagues. More

Web Site Development Plan and Wireframe

Sharon Rodning Bash — Sun, 12 Oct 2008 13:10:31 -0500

Several organizations in the Artslab learning community are considering the development of a new or upgraded web site. There are many tools and books available to assist in the planning process. We felt that in addition, it might be of value to share the initial planning discussion tool and wireframe for the building of this ArtsLabOnLine web site.

ArtsLab On Line Wireframe 223KB
ArtsLab Website Overview 81 KB

Logic Model Develoment Guide

Sharon Rodning Bash — Mon, 06 Oct 2008 16:09:43 -0500

“If you don’t know where you’re going, how are you gonna’ know when you get there?” –Yogi Berra

The program logic model is defined as a picture of how your organization does its work – the theory and assumptions underlying the program.A program logic model links outcomes (both short- and long-term) with program activities/processes and the theoretical assumptions/principles of the program.
This Kellogg Foundation guide focuses on the development and use of the program logic model. We have found the logic model and its processes facilitate thinking, planning, and communications about program objectives and actual accomplishments. Through this guide, we hope to provide an orientation to the underlying principles and language of the program logic model so it can be effectively used in program planning,implementation, and dissemination of results.

The premise behind this guide – and our view of the role of evaluation in programming – is simple: Good evaluation reflects clear thinking and responsible program management. more

Classical Music Audience Research Studies

Sharon Rodning Bash — Wed, 24 Sep 2008 14:08:19 -0500

Classical Music Consumer Segmentation Study. The study paints a detailed picture of how consumers fit classical music into their lives — listening to classical radio and recordings in their automobiles and homes, and attending live concerts in churches, schools and traditional concert venues.

Bridging the Gap is the newest publication in the series, reporting that “classical music lovers are everywhere, but most of them are not in the local concert halls.”

The final Report of the several studies published by Knight, Search for Shining Eyes is an analysis of how Americans relate to classical music and their local orchestras.

To explore the several studies and reports of the Knight Foundation, please link to the Knight Foundation and type in a search for the “Magic of Music” page.

Massachusetts Cultural Council Organizational Assessment Tool

Sharon Rodning Bash — Mon, 22 Sep 2008 13:13:01 -0500

While no single tool is applicable to all organizations or situations, we hope that most cultural groups will find something worthwhile here. You might find this tool useful in some of the following wasy:

For larger organizations, the regular distribution of this evaluation to key staff, board members and volunteers is a springboard for internal communication about problem areas, or to identify places where you’re doing a good job.

For organizations with limited staffing, this assessment provides a good way to identify the skills needed as you focus on board development and recruitment.

For newer organizations, this tool can help forecast future staffing, technology or development needs.

For organizations in leadership or other transition, this evaluation tool may help clarify areas of needed growth and attention before a search begins.

You may access the tool at the website of the Massachusetts Cultural Council.

Casey Organizational Capacity Assessment Tool

Sharon Rodning Bash — Mon, 22 Sep 2008 13:03:33 -0500

The Marguerite Casey Foundation Organizational Capacity Assessment Tool is a self-assessment instrument that helps nonprofits identify capacity strengths and challenges and establish capacity building goals. It is primarily a diagnostic and learning tool. Results from the Assessment also can also help grantmakers deepen their understanding of the current capacity of their grantees as well as track their growth in capacity over time.

Individuals completing the assessment are asked to rate their organization on a variety of capacity elements. The capacity elements are clustered into four dimensions of nonprofit organizational capacity as delineated by The Conservation Group (TCG). Essentially, the assessment is designed to help key members of an organization:

• better understand the strengths and weaknesses of the organization’s leadership (leadership capacity);
• measure the organization’s ability to monitor, assess and respond to internal and external changes (adaptive capacity);
• measure the ability of the organization to utilize resources effectively (management capacity); and
• better understand how well the organization is able to implement key organizational and programmatic functions (operational capacity).
It is the work of the Marguerite Casey Foundation around the four capacity areas that led to the ArtsLab grounding. You may access the tool at the Marguerite Casey Foundation website.

Anne Hunter's Marketing Plan Outline

Sharon Rodning Bash — Sat, 30 Aug 2008 13:11:25 -0500

Anne Hunter, President of Marketing Source, USA

This resource provides a very thoughtful process for any small arts organization to give shape to a marketing plan. Starting with a thorough analysis of the marketplace in which your organization does it work, the tool than explores competitors/competitive advantages, as well as strengths and weaknesses, opportunities and threats to your work at this time. From this assessment, goals and messages are set.

More>>.

A New Framework for Building Participation in the Arts

Sharon Rodning Bash — Sat, 30 Aug 2008 13:02:58 -0500

Commissioned by the Wallace Foundation, this work probes the ways in which many arts institutions are seeking ways to increase the public’s access and exposure to their activities. Many are re-examining their missions and their roles in what has become an increasingly complex arts environment. Many seek not only to expand their markets and increase their revenues but to broaden the definition of art and reinvigorate themselves. More>>

The Art of Board Development

Sharon Rodning Bash — Thu, 28 Aug 2008 17:07:36 -0500

This handbook by Anna Boulton is designed to assist nonprofit organization boards of directors through the many duties and leadership responsibilities needed to form and maintain a confident, well-run organization.

This handbook focuses on arts and cultural organizations and some of the problems unique to these types of organizations. Every nonprofit struggles with board development and leadership issues. Unfortunately, there is no cookie cutter remedy to these issues. As a nonprofit leader, you should establish an understanding of the tools available and adapt them to your organizations needs.

Anna Boulton has sifted through the latest research and literature on nonprofit boards and leadership and provides an excellent guide. more

In addition to this handbook, the Utah Arts Council has provided other useful tools for development of young nonprofits and volunteer-based organizations. All are worth your review.

Fiduciary Duties of Directors of Charitable Organizations.

Sharon Rodning Bash — Thu, 28 Aug 2008 16:47:51 -0500

This Guide is provided by the Minnesota Attorney General’s Office to assist board members with the important responsibilities assumed when they volunteer their time. It is only a guide and is not meant to prescribe exactly how board members must act in all situations. Each organization possesses a distinct composition and experiences different circumstances and outcomes. This guide is merely provided as a reference tool and outline to assist directors in performing their duties.

The Attorney General’s Office has prepared this Guide for Board Members to help directors understand their responsibilities as stewards of their organizations. Under Minnesota law, directors of a Minnesota nonprofit corporation are responsible for the management of the business and affairs of the corporation. This does not mean that directors are required to manage the day to day activities of a corporation or to act in the role of an Executive Director. It does mean that directors must appoint officers and assign responsibilities to them so that the officers can effectively carry out the daily tasks of running the corporation. It also means that directors must supervise and direct the officers and govern the charity’s efforts in carrying out its mission. In carrying out their responsibilities, the law imposes on directors the fiduciary duties of care, loyalty and obedience to the law. Minnesota courts have held that the law imposes the highest standard of integrity on the bearers of these duties.

Directors of Minnesota nonprofit corporations must discharge their duties in good faith, in a manner the director reasonably believes to be in the best interests of the corporation, and with the care an ordinarily prudent person in a like position would exercise under similar circumstances. more

Maximizing Board Effectiveness

Sharon Rodning Bash — Thu, 28 Aug 2008 16:40:19 -0500

by Kathryn R. Martin and Katherine E. Akos, Arts Insights.

It is sometimes helpful to ask yourself a few basic questions about your Board and its current effectiveness. Do your board members attend board meetings regularly and actively? Do they productively participate in committees? Are there good working relationships between Board and staff? The Arts Consulting Group, Inc. offers some useful insights into board development.

Great things can be accomplished when the Board of an arts or cultural organization is engaged, focused, and goal-oriented. Substantive discussions about enhancing or refining programs occur, the financial health of the organization is strengthened, and plans for the institution’s future are thoughtfully developed. In this newsletter from Arts Insights, the authors examine why, and when, and how to best engage the board in order to catapult an institution forward in its organizational advancement efforts. more

You may wish to explore other issues of Arts Insights and the work of the Arts Consulting Group, Inc..

Motivations Matter

Sharon Rodning Bash — Thu, 28 Aug 2008 16:23:54 -0500

by Francie Ostrower, Urban Institute

If those seeking to enlarge participation are to succeed, they need to clearly define and understand the type of “culture” in which they wish to expand participation and target their strategies accordingly.This is the central conclusion from a national survey of cultural participation commissioned by The Wallace Foundation and conducted by the Urban Institute. More>>.

For more exploration of Arts Participation literature offered by the Wallace Foundation, visit their Knowledge Center.

Cultural Tourism: Bridging America Through Partnerships in Arts, Tourism and Economic Development

Sharon Rodning Bash — Wed, 27 Aug 2008 16:42:21 -0500

Visitors come from around the world to New Orleans when they may only know one thing about the city—jazz. New York means Broadway. Santa Fe, New Mexico, equates with visual arts. When cities are able to define themselves this succinctly, they understand that their culture is truly what they have to “sell.” Herein lies the opportunistic marriage of culture and tourism. More>>

Building Creative Economies: The Arts, Entrepreneurship, and Sustainable Development

Sharon Rodning Bash — Wed, 27 Aug 2008 16:30:57 -0500

from Americans for the Arts

The arts have long been part of the economic exchange in communities and regional economies. Until recently, the importance of the creative sector has been difficult to measure. However, evidence continues to grow that the arts are a significant sector of the American economy. This monograph reports the findings from the April 2002 “Building Creative Economies” conference, including 12 recommendations that emerged from the conference concerning the development of creative economies and creative entrepreneurship. More>>, a program of Americans for the Arts.

Arts for All: Connecting to New Audiences

Sharon Rodning Bash — Wed, 27 Aug 2008 16:16:06 -0500

from The Wallace Foundation

The idea animating The Wallace Foundation’s work in the arts is simple: Unless we get better at building demand and appreciation for the arts, we will not have the strong, healthy cultural life that our communities deserve and that arts organizations need in order to flourish.Today we see troubling signs that the benefits the arts provide are becoming less, not more, widely disseminated.
More>>.

For more exploration of Arts Participation literature offered by the Wallace Foundation, visit their Knowledge Center.

Arts and Culture: Community Connections

Sharon Rodning Bash — Wed, 27 Aug 2008 16:09:31 -0500

by Chris Walker, Urban Institute

This Urban Institute brief, commissioned by the Wallace Foundation, offers arts providers, policymakers and funders practical ideas on making their offerings more approachable to new audiences by using community links as means to increase arts engagement. These community connections represent “paths of engagement,” and a deeper understanding of those everyday connections can open new opportunities for arts and cultural organizations to build participation. More>>

For more exploration of Arts Participation literature offered by the Wallace Foundation, visit their Knowledge Center.

Value Pact

Sharon Rodning Bash — Wed, 27 Aug 2008 15:56:08 -0500

by Ben Cameron, Doris Duke Charitable Foundation

In the arts, we must be far better about conveying, now only the quality of our work, but its value. Every arts organization must be able to answer three basic questions:

1. What is the value of having my organization in my community?

2. Harder: What value does my group alone offrer, or that my group offers better than anyone else? Duplicative or second-rate value will not stand in this economy.

3. Hardest: How will my community be damaged if we close our doors and move away tomorrow?

More>>

There's Nothing Informal About It

Sharon Rodning Bash — Wed, 27 Aug 2008 15:44:27 -0500

by Maribel Alvarez, Ph.D.

Creativity is ordinary. It can be found in the most unsuspecting places, rising out of the most contrarian circumstances. Human beings are creative, but not all acts of creation are deemed “artistic” by the same standards, or under the same values. What decisions and social performances must take place in order for creative individuals to call themselves “artists?” This report contains the findings of a research study that considers these questions, and seeks answers. More>>

The Creative Community and the Creative Community Index

Sharon Rodning Bash — Wed, 27 Aug 2008 15:20:40 -0500

from Cultural Initiatives of Silicon Valley, California

Cultural Initiatives of Silicon Valley champions the implementation of a regional strategy to develop cultural and creative aspects of Silicon Valley life. Their body of research is particularly useful to those engaged in community development and creative economies.

The first publication is a Working Paper, identifying an index of indicators and framework for measuring progress as a creative community.

As a result of the working paper, there is now available The Creative Community Index, which helps illustrate a growing body of evidence that the arts produce tangible social and economic benefits. For the past two decades, a variety of research has documented the positive influence of the arts on human development and on robust economies. More recently, research has also begun to highlight the impact of the arts on the ambient creativity of cities or regions and on the ability of communities to establish bonds of social trust and understanding.

Cultural Collaborations: Building Partnerships for Arts Participation

Sharon Rodning Bash — Wed, 27 Aug 2008 14:54:48 -0500

by Francie Ostrower, The Urban Institute.

Partnerships allow groups to share these strengths. But what do these joint ventures look like in practice, and how can organizations increase the odds for their success? This Urban Institute study paints the “big picture” of how organizations can work together, surveying the types of partnerships, the advantages to each group and the chances for sustainable results.

The complete report can be found in the Knowledge Center of the Wallace Foundation.

For more exploration of Arts Participation literature offered by the Wallace Foundation, visit their Knowledge Center.

The Changing Place of the 501(c)3

Sharon Rodning Bash — Tue, 26 Aug 2008 16:40:31 -0500

by Adrian Ellis.

In a particularly challenging article printed in the Grantmakers in the Arts Reader, Adrian Ellis focuses on the characteristics of 501©(3) nonprofit organizations and the disadvantages they may face in the context of rapidly changing markets. He probes two areas of shortcoming which he believes are, if unaddressed, “likely to render the nonprofit cultural organization increasingly out of synch with the wider community it is designed to serve, and the wider cultural ecology in which it operates.” More>>

Analyzing the Dynamics of Funding: Reliability and Autonomy

Sharon Rodning Bash — Mon, 25 Aug 2008 17:00:33 -0500

by Jon Pratt, Executive Director, Minnesota Council on Nonprofits

The way an organization handles decisions about funding sources sets in motion an ongoing chain of consequences, further decisions, and compromises about what the organization will and will not agree to do. Jon Pratt offers an extremely useful approach to analyzing and graphically displaying funding sources.

Read the full article from the Nonprofit Quarterly

Additional tools provided by Mr. Pratt and the Nonprofit Quarterly to assist you in your own analysis:

ArtsLab Logic Model

pat — Mon, 04 Aug 2008 14:19:49 -0500

The ArtsLab Logic Model offers a concise and systematic overview of the ArtsLab initiative and how the work will be focused as well as evaluated to document influences or impacts on the involved organizations and arts ecology of their marketplaces.

The purpose of this framework is to offer a concise and systematic overview of the ArtsLab initiative and how the work will be focused as well as evaluated to document influences or impacts on the involved organizations and arts ecology of their marketplaces.

This model suggests that the work undertaken by ArtsLab extends beyond traditional institutional capacity-building, to produce intermediate outcomes and long term impact in capacity within individuals, organizations and the communities served. If successful, ArtsLab may result in visible impact on the context of the organization — the valuing of arts in community, the stewardship of the art — much as on internal institutional sustainability.

View the ArtsLab Logic Model (pdf document).

Technology Guide for Nonprofit Leaders: A Mission Support Tool for Arts and Culture.

admin — Tue, 08 Jul 2008 13:04:29 -0500

This well-written tool provides an excellent “how-to” guide for technology planning. The goal of the guide is both to inspire leaders about the possibilities of technology as a service delivery tool, as well as to offer a roadmap to assist in integrating technology into organizations. The guide provides both the conceptual backdrop as well as the practical steps involved in thinking through appropriate solutions.

Download the tool now

Cultural Development in Creative Communities

admin — Tue, 08 Jul 2008 13:01:48 -0500

by Bill Bulick with Carol Coletta, Colin Jackson, Andrew Taylor, and Steven Wolff.

The spectacular success of Richard Florida’s book, The Rise of the Creative Class, has yielded a tremendous opportunity for the cultural sector. Civic leaders around the country are rushing to develop new economic development strategies that build creative capital, and many are taking a fresh look at how cultural development contributes to authentic, vibrant, creative—and economically successful—communities.

In addition to specific cultural development and planning practices shared, this short piece offers thought-provoking insights and challenges to all of us in the field of Community Arts. More>>, a program of Americans for the Arts.

Culture Builds Community: The Power of Arts and Culture in Community Building

admin — Tue, 08 Jul 2008 12:57:04 -0500

by Mark J. Stern and Susan C. Seifert, Social Impact of the Arts Project, University of Pennsylvania School of Social Work

The Social Impact of the Arts Project is a research center at the University of Pennsylvania School of Social Policy & Practice. SIAP has produced a wealth of valuable research on the role of arts and culture in American cities, with a particular interest in strategies for arts-based revitalization. Since 1994, SIAP has focused on developing empirical methods to study the links between cultural engagement and community well-being. More>>

Leadership Skills and Emotional Intelligence

admin — Fri, 13 Jun 2008 11:50:00 -0500

A study that shows key leadership skills and perspectives are related to aspects of emotional intelligence and the absence of emotional intelligence was related to career derailment.

This study compares scores on Benchmarks to self-reported emotional intelligence as measured by the BarOn EQ-i. We learned that key leadership skills and perspectives are related to aspects of emotional intelligence and the absence of emotional intelligence was related to career derailment.

An Overview of Emotional Intelligence and Diversity

admin — Fri, 13 Jun 2008 10:35:42 -0500

Developing the capacity to understand and manage feelings and deal effectively with others, no matter how great the differences, is a critical competence in today’s diverse workplace. The ability to do so depends in great part on emotional intelligence. The Center for Creative Leadership has identified three significant career derailers for executives: difficulty handling change, inability to work on a team and poor interpersonal relations.

Read more about Emotional Intelligence and Diversity. This article, as well as a wealth of other resources are available through the Emotional Intelligence and Diversity Institute.

Leadership Skills and Emotional Intelligence

admin — Fri, 13 Jun 2008 09:56:52 -0500

Center for Creative Leadership.

This article documents the relationship between key leadership skills and the leader’s emotional intelligence—and conversely, the correlation between absence of emotional intelligence and career derailment. More

A Book to Read: Leadership from the Inside Out

admin — Fri, 13 Jun 2008 09:55:43 -0500

by Kevin Cashman. Are leaders “born” or are they “nurtured?” Kevin Cashman affirms that leadership is nurtured, and in fact that the best way to grow as a leader is to grow as a person. The book is a guide that is transformative in its approach to redefining leadership—focusing on the character of the person and how our character can be developed to enrich and empower those with whom we work.

Leadership from the Inside Out, by Kevin Cashman, is available at most major book sellers and also through Amazon.com.