Close

Resources & Blog

What elements of the slow food movement are relevant to arts organizations?

Diane Ragsdale compares the issues facing the arts with those that faced the restaurant industry, sparking the Slow Food movement. She suggests that an answer to the mounting challenges for arts organizations might be to start a Slow Arts movement.

What is a slow arts movement?

Diane Ragsdale compares the issues facing the arts with those that faced the restaurant industry, sparking the Slow Food movement. She suggests that an answer to the mounting challenges for arts organizations might be to start a Slow Arts movement.

Trends in arts and culture organizations

Diane Ragsdale talks about the top three trends that she sees in arts and culture organizations today.

The Normal Approach

In his article for the October 27, 2009 issue of Gig Magazine, former NAS Vice President, Jim Rosenberg, suggests that reaching a desired audience requires leaders to focus on the desired customer and work backward to the right artistic work, venue, timing, pricing, etc.

Future Leadership Survey Results

The question of who will lead our cultural institutions in the future is being widely discussed in our field: this survey is a small but informative sample of the field on the needs of the future leaders.

Dancing into the Future: A White Paper from Ballet Memphis

A white paper co-authored by NAS and Ballet Memphis examines the learning during the phase of Ballet Memphis’ reinvention, tackling the changing environment and market for dance.

Anatomy of a Leader

Former NAS President and CEO Russell Willis Taylor interviewed Peter Gelb for the Fall 2007…

NAS and the Getty Leadership Institute: Cultural Organizations and Changing Leisure Trends

In May 2007, the Getty Leadership Institute and National Arts Strategies brought together leaders from…

A Review of Endowment Giving Policy Options

A paper written by NAS President and CEO Russell Willis Taylor in 2006 for the Doris Duke Charitable Foundation discusses the tradition, benefits, and necessity of endowment funds in the arts.

NAS and the Getty Leadership Institute: Managing Creativity in the Nonprofit and For-Profit Sectors

In June 2004, the Getty Leadership Institute and National Arts Strategies brought together 23 leaders from the nonprofit arts and the for-profit creative sectors to discuss the similarities, differences, and potential intersections between the sectors: read more about the key findings of the convening!

Financial Management Practices

We investigated financial management at leading arts organizations to understand how their practices could be used across the arts sector. With funding from The James Irvine Foundation, we developed a framework and publication.