Running a small-to-medium arts organisation is a challenge that is wondrous and gruelling, often in equal measure. Our work is never finished and it demands our soul – all of the time. Making exceptional art, business planning, securing financial resources, balancing budgets, motivating staff, managing expectations, knowing how to secure what you need – and even getting productive conversations started – are part of the daily routine.
General Management in the Arts is a ten-month program that supports leaders of small-to-medium arts organisations. Using case studies from the workplace, participants will work through all the aspects of running a thriving cultural enterprise. You will learn to use proven strategy models and best practice planning, marketing, and development tools to create the best future for your company. Most importantly, you will work with an experienced mentor and a cohort of peers who know what you’re going through at the coal face.
Small group mentoring is high value and high impact. The program is specific to the arts and develops the technical skills required to run a successful organisation. It also provides support tools, resources, and templates. Learning is staged over ten months, it’s immediately actionable, cumulative and sustained.
Groups are capped at six members who share an intimate and personalised learning experience covering the major aspects of arts administration. Because leadership can be a lonely endeavour, we match skills and career stage, and aim to provide the foundations of a career-long support network.
WHO SHOULD ATTEND:
Leaders and future leaders of small-to-medium arts organisations.
Subject specialists in governance, finance and marketing will join us as guest mentors. You will have
the opportunity to learn from some of the best minds in the arts.
WHAT WILL WE COVER:
Under Chatham House Rules, the group will work through the major aspects of running an organisation and use real-life situations as learning case studies. Subject areas are detailed above.
a) FOR THE ORGANISATION
1. Greater awareness of challenges and the levers to make change
2. A 3-5-year strategic plan
3. A customer journey and experience design
4. A case for support and achievable fundraising strategy
5. Enhanced reporting and governance processes
6. Deeper understanding of the relationship between strategy, culture and people
b) FOR THE INDIVIDUAL
1. Build the technical skills that underpin true leadership
2. Test assumptions and ideas in a supportive environment
3. Improve decision making and leadership confidence
4. Know how to get the best out of your Chair and Board
5. Learn from subject specialists
6. Become part of a professional cohort and career-long peer support network
AREAS OF FOCUS:
1. Achieving mission in operating environment
2. Approaches to strategic planning
3. Process and documentation
4. Aligning strategy, culture and people
2. Getting work funded – optimising lead time
3. Programming and marketing – meeting both sets of needs
1. Marketing and audience development
2. Annual Giving
3. Major Gifts
4. Corporate partnership essentials
5. Government Relations
FINANCE, RISK & GOVERNANCE
1. Funding your vision
2. Budgeting and financial management
3. Risk management
4. Roles, responsibilities and getting the best from your board