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Performing Arts Management: A Handbook of Professional Practices presents the wisdom

and expertise of over 150 performing arts management professionals. Practicing managers and
students alike will find hundreds of examples of practical ways to approach and solve problems
within the workplace. Through in-depth interviews with leaders in producing and presenting
organizations throughout the United States, we explore, ask, and answer many of the questions
that are facing managers in nonprofit and commercial organizations, including:
• How do mission, vision, and strategy merge?
• What is the difference between management and leadership?
• What is the IRS two-part test for determining whether a nonprofit organization is
meeting the operational test?
• How does a commercial producer get investors for a Broadway production?
• How is a budget created?
• What are the major components of a fundraising plan?
• How do you approach a major donor for a gift?
• What is marketing? How does marketing the arts differ from conventional product
• How can assessment of student learning shape the performing arts education program
structure and delivery?
• What is the process for negotiating a collectively bargained agreement?
• How can the road market for a potential tour be determined?
• How do facility managers protect against theft?
• What are the "unspoken rules" of an organization, and how do you go about learning
This book contains twelve chapters. Within each chapter, professionals provide working
examples of successful business and communications processes, as well as model documents. At
the end of each chapter, you will find resource lists of Web sites, books, and articles that pertain
to the particular subject matter being discussed.
In chapter 1, "Organizational Structures and Managerial Positions," we explore the nonprofit
and commercial performing arts management sectors, focusing on the differences and similarities
between the sectors, as well as their organizational types, structures, and managerial positions.
Chapter 2, "Mission, Vision, and Strategy," investigates the roles of the board, management,
artists, and artistic managerial team in executing the mission and vision of the organization; the
distinction between management and leadership; and the process of strategic planning in achieving
vision through the setting of mission-oriented goals.
In chapter 3, "Nonprofit Formation and Legal Considerations," we examine the process of
nonprofit formation and tax-exempt status. We also study other important legal considerations,
such as the fiduciary and legal duties of the board of directors, insurance policies, nonprofit
corporate tax obligations, excessive salaries and benefits, the extent to which nonprofit
organizations can form joint ventures and partnerships, the degree to which they can lobby, and
the federal laws concerning fundraising activities.
Chapter 4, "Commercial Producing," details the specific types of commercial productions
(Broadway, Off-Broadway, and touring productions) as well as outlining the process of producing
a commercial production.
Chapter 5, "Financial Management," explores basic accounting terms and procedures,
budget types, the creation of budgets by estimating revenue and expenses, and the management of
the budget creation process in commercial and nonprofit organizations. We will also address other
administrative responsibilities of the financial manager, such as the creation and management of
information systems; the purchase of insurance; the administration of payroll and taxes; the
production of accurate financial reports; the management of financial audits; and the ensuring of
accountability to make sure that the company acts in a financially responsible way.
Chapters 6 and 7 discuss contributed income and revenue from ticket sales. Chapter 6,
"Developing a Funding Base," reveals the ways in which nonprofit performing arts organizations
raise contributions from individuals and institutions (corporations, foundations, and the
government). In chapter 7, "strategics for Selling Tickets," we focus on marketing and publicity,
outlining the strategics and processes used to sell tickets.
Chapter 8, "Performing Arts Education," focuses on presenting and producing organizations
that use both the performance itself and performance-related education programs to make
curricular connections with public schools—from prekindergarten through the twelfth grade.
In chapter 9, "Labor Relations," we explore contract creation, labor law, unions, multi-
employer collective bargaining groups, the process of collective bargaining, and human resources
in the workplace.
Chapter 10, "Touring Productions," examines the creation, booking, and presentation of
touring productions, as well as different types of touring productions.
Chapter 11, "Facility Management," discusses the role of the facility manager and examines
the various operational duties in producing, presenting, and rental facilities that comprise this vital
And finally, chapter 12, "Career Development strategics: The Role of the Internship,"
explores the role of the internship from two significant points of view: the employer's and the
student's. Managers in the field, as well as students, discuss utilizing the internship as a career
development strategy; finding the right internship; and structuring a successful internship—as well
as creating and maintaining the status and value of the internship through ongoing recognition,
training, evaluation, and mentorship.