Basma El Husseiny, managing director of Culture Resource (Al Mawred Al Thaqafy) in Egypt, suggests that the protests movements at their core have been about dissatisfaction with current institutions and wonders what that means for arts and culture institutions.
One of the ways to achieve mission and financial sustainability is to develop flexibility in the system. Flexibility allows an organization to be more adaptive and creative in a changing environment, and allows leadership to thoughtfully respond to these changes rather than react in ways that may damage the organization in the longer-term. Both revenue and expense provide opportunities for increasing flexibility. This discussion-based lesson, developed by NAS in partnership with Peter Frumkin, Ph.D., will help your senior team examine and discuss your financial flexibility.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by NAS in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
A logic model is a set of claims about how an organization produces something of value. It allows us to define and explore the links between what we do and how our efforts affect others. A logic model tells an organization’s story and explains why a program or the organization exists. This lesson, developed by NAS in partnership with Peter Frumkin, Ph.D., can be used by your team to create a logic model for any of your programs or services.
Everything an organization does in terms of programs and service can be sorted by financial and social return. Some programs have a higher rate of financial return, but build less social capital towards mission and some are the opposite. Examining the program portfolio provides insights into what, if anything, needs to change. This lesson, developed by NAS in partnership with Peter Frumkin, Ph.D., can be used to help your senior team analyze your organization’s program mix and may be especially helpful when considering new programming.
Sebastian Ruth, Founder & Artistic Director of Community MusicWorks, discusses the need for cultural institutions – both big and small – to ask what is their role in the community and what problems they are addressing.
Jennifer Bielstein, Managing Director of the Actors Theatre of Louisville, talks about new opportunities to connect with audiences and how delivering a live, interactive experience will become increasingly valuable.