Nine teams will attend Digital Strategies. Attending teams will come together October 4-5 in Denver, CO to explore a strategic approach for setting objectives, developing plans, creating programs and tracking results for audience-facing digital initiatives. These teams represent a diverse mix of disciplines, budget sizes and geographic locations. We are excited to present this new seminar to a wonderful group of cultural leaders from around the country!
National Arts Strategies
Sustaining top-level organizational performance requires ongoing questioning, learning, and improvement. Different challenges – and different types of people and organizations – require different tools to support this continuous improvement. NAS develops and shares stand-alone and add-on leadership tools as complements to our in-person and community programs. Through publications, teaching case studies, videos and other management tools, we look to fill in critical gaps in the support available for cultural institutions. Each of these tools and services create more ways for NAS to support and interact with arts and culture professionals across the country and around the world.
Below is a representation of the themes explored. Click on a word or phrase to see relevant content.
2012 2013 advice attrition audience interaction audience relationships build consensus business model Chicago co-creation Collaboration communication community convergence Decision-making design thinking empower staff engage stakeholders evaluation Finance getting the right people governance Innovation involve staff leadership mission focus organizational culture partnerships Programs Russell Willis Taylor Salzburg Global Seminar seminars shared responsibility social media staff buy-in Strategy succession planning Team Team seminar technology transparency understand why value Vision visitor experience
Do you know what your network map looks like? Do you have a clear picture of your partnership portfolio and where you can leverage relationships to help further your vision?
Do you want to do more, but resources are tight? Partnerships can help, but a poorly conceived or managed partnership can be more hassle than it’s worth. Do you know how to find the right partners and evaluate opportunities?
With a clear understanding of your strategy and the skills to evaluate potential relationships against that strategy, you can initiate partnerships that will help you achieve more. Extending Your Reach gives you the tools to do just that. You’ll work with your team to create and evaluate your network map, then hear from colleagues to see alternate approaches and find new ideas. And, for the first time, all teams will have the option for a pre-seminar consult with NAS to help them prepare!
Extending Your Reach will be presented in Los Angeles November 14-15, 2013. This seminar is presented on a pay-what-you-can basis, meaning you can attend at the price that’s right for you. Travel support is also available to those from outside the Los Angeles area.
National Arts Strategies is pleased to announce the participation of 50 exceptional leaders in the second class of The Chief Executive Program. Building on the success of the program’s first cohort, National Arts Strategies continues the program to help bring together cultural leaders from around the world to explore new ways to tackle the most complex and critical challenges facing the field. By the end of the program, these 50 leaders will have the ideas, tools and connections to effect change in their own organizations and to work collectively strengthen the cultural field.
Twelve teams have been selected to participate in our upcoming Leading Innovation seminar, July 19-20 in Nashville, TN. These teams represent a diverse mix of disciplines, budget sizes and geographic locations. At Leading Innovation, teams will explore the innovation process through frameworks that will help them generate, select and plan the implementation of innovative solutions to the challenges their organizations face. We look forward to working with these leaders next month!
Across the cultural field and around the globe, there are leaders thinking creatively about the biggest challenges facing organizations today – from increased competition among entertainment and cultural experiences to changes in consumer demands to shifting priorities of funders and stakeholders.
National Arts Strategies created The Chief Executive Program to help cultural leaders explore new ways to tackle these complex and critical challenges. Through this program, 50 leaders from around the world will take action and effect change in their organizations and in collaboration with an amazing network of peers. We are now accepting applications from those who wish to participate in The Chief Executive Program and join this community.
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The long weekend is over and many are getting excited for summer. You can make the most of your summer by attending Leading Innovation this July in Nashville!
Held at Vanderbilt University July 19-20, Leading Innovation will help you think about how innovation can become a systematic result in your organization – exploring ways to take advantage of great ideas and how to put those ideas into action.
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The NAS team heads Sundance, Utah next week for our final convening of The Chief Executive Program, The Summit at Sundance. This event was created to allow program participants time to look for solutions to the issues most challenging to them as they strive to strengthen the cultural sector. Over the course of the convening, we will investigate problems around governance, organizational structure and culture, engagement and communicating value.
Over the next two weeks, we’ll be hosting an event at Field Notes to extend the discussion of these issues, and we want to include your voice. Learn more about The Summit at Sundance and how we arrived at the problems to be addressed (hint: it involves a mind map!). Keep watching Field Notes for more posts around this event and please add your ideas to the conversation!
We’re lucky to work in a field with a bounty of creative and interesting thinkers. In the cultural field, casual conversations can lead to some inspiring and innovative ideas, but these ideas can sometimes get lost in the bustle of our daily work. So often, cultural organizations find themselves stuck executing the same programs and following the same processes they have used for decades. In an under-resourced and highly demanding environment, we often devote our energy to putting out the fires and can have hard time thinking past our immediate needs. So the cycle repeats. What if you could instead take those thought-provoking ideas and use them to change your organization? Read the rest of this entry »
When a multi-year infrastructure project threatened to disrupt businesses and cut off neighborhoods along a six-mile stretch of St. Paul and Minneapolis, Minnesota, the team at Springboard for the Arts saw a transformational opportunity. Their response was Irrigate, a creative placemaking initiative that mobilizes local artists to collaborate with businesses, organizations and community groups to “change the landscape of the corridor with color, art, surprise, creativity and fun.” The project’s goals are to help local artists to make positive physical, economic and social impact in the communities affected by the light rail construction. Irrigate also seeks to develop and invest in permanent local resources and infrastructure that will attract artists and give them a role and a long-term stake in those communities.
Laura Zabel, Executive Director, and her team found the partners and built this initiative relatively quickly. How? They are a small but passionate team, driven by seven key principles that define their internal culture and outline their strategy – focused on the artist (not their work), relationship-building, working collaboratively across boundaries and seeing possibilities everywhere. Armed with these principles, the board and staff have a clear sense of what is aligned and what is not. This clarity empowers everyone and enables the organization to quickly assess and act on potential partnerships and opportunities.
Demonstrate how instilling a set of core values in your board and staff can allow your organization to quickly analyze potential partnerships/opportunities and mobilize once a decision has been made.