Things have changed, to say the least. The arts field is resizing, recombining, rethinking. Gone are the days of long term subscribers and reliable audiences. Arts organizations must become more flexible, adaptive, and nimble to survive and thrive in today’s world. Arts managers must engage, adapt, and innovate. Great management invites creativity. Vibrant artistry welcomes strong management. Managing Arts Organizations can help.
In Managing Arts Organizations, David Andrew Snider provides a playbook for navigating arts management in this new era and seeks to inspire a new generation of arts managers. Each chapter is focused on a specific topic, with principles, stories, exercises, advice, and best practices related to that topic. The appendix includes eight case studies, each illuminating issues in arts management via a real world scenario or organization. These narratives will enhance the reader’s understanding of topics including financial management, marketing, programming, Diversity, Equity, and Inclusion efforts, and accessibility across multiple disciplines.
An instructor’s manual is available for professors who adopt the book as a required textbook.
David Andrew Snider has more than 25 years of experience as a director, educator, producer and administrator. Currently the executive & artistic director of the Hubbard Hall Center for the Arts and Education in Cambridge, NY, David has launched several new artistic and education programs on the campus of Hubbard Hall, greatly expanded the company’s outreach to the community, and established the company’s first ever major endowment fund. Prior to Hubbard Hall, David served as the director of artistic programming at Arena Stage at the Mead Center for American Theater in Washington, DC, where he directed all artistic programming and season planning, oversaw all new work development, and commissioned a wide array of artists, including commissions to Lynn Nottage for the Pulitzer Prize-winning Sweat and Lawrence Wright for Camp David. As the producing artistic director and CEO of Young Playwrights’ Theater, David established partnerships and developed projects with the White House, the Kennedy Center, and the Smithsonian Institution, while building nationally-recognized programs, a resident company of high profile artists, and a series of award-winning community-based projects. David received the Meyer Foundation’s $100,000 Exponent Award for visionary leadership of a nonprofit, the National Arts and Humanities Youth Program Award from the President’s Committee on the Arts and the Humanities and the Hands On Greater DC Cares’ Essence of Leadership Award. David is a directing fellow of the Drama League of New York, a past president of the League of Washington Theatres, a member of Leadership Greater Washington and a National Arts Strategies Chief Executive Fellow. David received his MFA from New York University, Tisch School of the Arts and his BA in English Literature/Russian language from Dickinson College, magna cum laude, Phi Beta Kappa. In addition to his position at the Hubbard Hall Center, David is currently a lecturer in the arts administration program at Skidmore College.
Table of Contents
A Note to Instructors
Appendix: Case Studies
About the Author
David Snider’s Managing Arts Organizations is a timely and relevant resource for both aspiring and emerging arts leaders. Framed in the real-world, David shares with the reader his zeal for tackling tough issues facing arts organizations in the 21st Century, and he does so with keen insight and compassion. David’s common-sense approach to problem-solving is woven throughout the text and his case studies are as intuitive as they are thought-provoking. Managing Arts Organizations is the culmination of years of experience and lessons learned by a dynamic and inspiring arts leader who I am honored to consider a trusted colleague and friend.
Managing Arts Organizations is a must-read for artists who want to create, manage, and produce the arts.
Managing Arts Organizations is a must have for students, educators, professionals, and artists alike. With case studies and interviews, David Snider’s astute book is practical and insightful about building programs, creating partnerships, deepening funding relationships and managing arts organizations in big cities and small towns. Most importantly of all, it offers better-practice arts management principles to develop sustainable adaptive strategies for new and challenging contexts.
'Big city or tiny town, rural or urban,’ Snider acknowledges that the status quo arts and cultural world continues to undergo tectonic shifts. Not only does Snider provide visibility in this new world but he creates much-needed stratification to the old host of terms allowing for more space to understand distinct challenges for individual organizations. Snider confirms that there is not a one size fits all solution for governance, relationship-building, and management.
Drawing on decades of personal experience as a successful arts manager, as well as several years supporting the development and learning of those aspiring to be arts administrators, David Snider has written a guidebook covering the fundamentals of arts management. With each chapter serving as a valuable primer to a single topic, this resource is well-suited to less experienced staffers and board members, those pursuing a post-secondary degree, aspiring professionals, and others who are unfamiliar with the key features of the arts management terrain and seeking an overview of the typical structures, practices, and processes of the field.