Event Title
Art as a Business: The Feasibility of a Nonprofit Performing Arts Start-Up in Minnesota
Location
CSU
Student's Major
Management
Student's College
Business
Mentor's Name
Brenda Flannery
Mentor's Department
Theatre and Dance
Mentor's College
Arts and Humanities
Description
How does one combine a dedication to advancing the arts with running an efficient and cohesive business? Imbedded in the formation of a dance/theatre touring company, the feasibility of a nonprofit arts start-up in Minnesota was explored. Through extensive Internet research and contacts in the arts industry, a base of knowledge was compiled to understand the complexities of a start-up. The managerial concepts of strategy and the analyses of personnel, financial issues, and competition were applied to the nonprofit arts framework. Although basic in its premise, these functional areas of business are not fully developed in most arts organizations. A wealth of resources is available for management and artistic visionaries to update their knowledge. However, the foundation of arts management for most has never been constructed. With funding of nonprofits continually under scrutiny, niche and concrete goals are necessary to the economic stabilization of the organization. The findings indicate that dance and theatre can bridge the surfacing technological gap by creating interactive forums for expression.
Art as a Business: The Feasibility of a Nonprofit Performing Arts Start-Up in Minnesota
CSU
How does one combine a dedication to advancing the arts with running an efficient and cohesive business? Imbedded in the formation of a dance/theatre touring company, the feasibility of a nonprofit arts start-up in Minnesota was explored. Through extensive Internet research and contacts in the arts industry, a base of knowledge was compiled to understand the complexities of a start-up. The managerial concepts of strategy and the analyses of personnel, financial issues, and competition were applied to the nonprofit arts framework. Although basic in its premise, these functional areas of business are not fully developed in most arts organizations. A wealth of resources is available for management and artistic visionaries to update their knowledge. However, the foundation of arts management for most has never been constructed. With funding of nonprofits continually under scrutiny, niche and concrete goals are necessary to the economic stabilization of the organization. The findings indicate that dance and theatre can bridge the surfacing technological gap by creating interactive forums for expression.
