For the last seven years MuseumNext conferences have focused on the future of museums and how the sector is forging ahead, showcasing innovative ideas and delivering thought-provoking insight. MuseumNext is a catalyst for innovation, transformation and collaboration in museums, galleries and heritage sites. The European version of MuseumNext will take place in Rotterdam, Netherlands, from June 26th to 28th 2017. The deadline for submission is Friday 6 January 2017.
With the somewhat cryptographic acronym CTM16, the Agenda company organised the Communicating the Museum conference on 12 – 15 July 2016 in Berlin, Germany. As is usual with these conferences, one of their main “raison d'être” – reasons for existing – is the opportunity to inform yourself about the latest developments in a wide ranging of topics – in this case arts communications and fundraising – and to network with like-minded professionals. As such, CTM was able to provide the over 200 participants and 50 speakers from all over the world with plenty of opportunities to do so. All in all, “Communicating the Museum” gave ample food for thought and action to not only museum professionals but other arts institutions as well.
For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This chapter is about love for ones job and why it is important to be more open to the desires and needs of the people you work with and for.
Given the magnitude of challenges facing the arts sector, the need for effective arts managers is growing every year. Similarly, the need for cross-cultural collaboration is as great as ever. Since 2001, the DeVos Institute has brought together arts managers from across the United States and around the world to study fundraising, marketing, financial management and planning. With the move to the University of Maryland, the Institute has revamped a highly competitive fellowship program for arts managers. The Institute’s fellowship program is offered free of charge to arts managers from across the United States and around the world who are selected through a competitive application process. These fellows attend a four-week program in residence at the University of Maryland each spring for three consecutive years. Applications are due to December 1, 2016.
The Dallas Museum of Art (DMA) is committed to knowing its museum visitors better and deepening their connection with the art displayed in its collections and special exhibitions. For over 10 years, the DMA has conducted research using diverse evaluative tools that support the staff in their efforts to better understand the preferences, actions and curiosities of its audiences. Through this increased knowledge, museums gain valuable insight for nurturing relationships between people, art, and museums. This knowledge also leads to increased mission impact in the communities it serves.
This article’s core question is what organizational structures promote functions that are often considered secondary to museums’ scholarly competencies. These operations include revenue generation such as fundraising, meetings and events, museum shops etc. Over the last five decades or so, German friends’ associations have developed organically to fill many of these needs. In the United States, in contrast, museums fulfill these functions themselves, including their membership programs, suggesting an intriguing contrast and lessons to be learned.
Picture: Washington Irving and his Literary Friends at Sunnyside
Societies worldwide are currently facing far-reaching and often challenging developments. And although every country’s arts sector has its peculiarities, these developments influence most countries and thereby their art sector as well. So, what can arts managers do to make the best of new circumstances and to help the societies we live in handle them? How can we use the arts' inherent creative potential to anticipate the changes that will come? What competencies and knowledge will we need in the future to fulfill our tasks? The approaches in the new issue of Arts Management Quarterly on "an entirely new Arts Management" want to find answers to this questions.
This year’s conference of the Network of European Museum Organisations NEMO will take place in Germany for the first time for over ten years. On November 10 – 12, the Baden State Museum in Karlsruhe will welcome international experts, museum leaders, staff and organisations to exchange about best practices and new approaches on „Money Matters: The Economic Value of Museums”.
For years I’ve been an arts manager, an arts board member and an occasional arts management academic. I’ve used some great arts management books to both learn from and teach with. All of them offer great insights into the role. But they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. And so I wrote the A to Z of Arts Management to talk about aspects and competencies that aren’t usually found in many management textbooks. I will introduce some of them, such as love, holidays or upward management, in this series on Arts Management Network. In this chapter, I hope to give you some insights in how developing empathy for others will help you lead your staff in such a way that you’ll be able to better meet the uncertainty and challenge of running an arts company.
The 2017 Conference of the International Association of Cross-Cultural Competence and Management (IACCM), organised in cooperation with SIETAR Europa, will take place in Dublin, 24-27 May 2017. This conference brings together scientists and practitioners alike in order to foster the dialogue between practice and theory in the cross-cultural field to discuss about "21st Century Waves of Change - Cultural Dexterity for Turbulent Times". It welcomes all those whose life and work puts them at the interface of cultures, from the perspectives of economy, society and education, with the aim of reshaping intercultural discourse, questioning our current cultural paradigms and exploring new thinking to help us navigate complexity in our emerging global world. You can submit Doctoral Workshops, Academic Paper Presentations and Panel Sessions. Submission deadline is 31 October 2016.