Arts Governance: People, Passion, Performance

Arts Governance: People, Passion, Performance

by Ruth Rentschler

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Overview

Since the crisis in governance which led to a shortage of capable board members, recent years have seen the emergence of the enterprising arts organisation – a development which has led to the need for new types of board members who have a greater understanding of 'mission, money and merit' within a cultural construct.

This innovative book explores the world of the arts board member from the unique perspective of the cultural and creative industries. Using a wide range of research techniques including interviews with board members and stakeholders, board observations and case studies this book provides a rich and deep analysis from inside the boardroom. It provides in-depth insight into the changing pressures on arts boards after the financial crisis, and focuses uniquely on the role of passion on arts boards.

Part of the Routledge Research in Creative and Cultural Industries Management series, written specifically for people seeking to develop their careers in cultural and creative management, this book is also for people working in and with arts organisations, in government and non-profit arts organisations. It will also be of interest to academics and researchers working in the wider corporate governance field.

Product Details

ISBN-13: 9781317815419
Publisher: Taylor & Francis
Publication date: 10/10/2014
Series: Routledge Research in the Creative and Cultural Industries
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 202
File size: 2 MB

About the Author

Ruth Rentschler is Chair, Academic Board, Deakin University, where she is also Professor in Arts Management. She holds ministerial appointments to the boards of the Victorian Health Promotion Foundation (VicHealth), as well as board appointments on the Art Gallery of Ballarat, Multicultural Arts Victoria and the Duldig Gallery.

Table of Contents

Part I: Arts Governance Chapter 1: Arts Governance Experiences 1.1 Why Arts Governance? 1.2 Across Arts Boards 1.3 Governance Context 1.4 Defining Arts Governance 1.5 Who are the People on Arts Boards? 1.6 So what is Passion? 1.7 What is Arts Board Performance? Chapter 2: Roots of Arts Governance 2.1 Early Visionaries 2.2 Professionalising the Muses 2.3 Risky "Business" 2.4 Changes to Arts Governance over Time 2.5 Conclusions Chapter 3: Lost in the Theory Jungle 3.1 Asking Questions 3.2 Finding Answers in a Framework 3.3 Traversing the Jungle 3.4 Conclusions Part II: People Chapter 4: Profiles: Who, what, how board members ‘do’ governance 4.1 What People Bring to the Arts Board 4.2 Diversity 4.3 Capacity 4.4 Artistry 4.5 Conclusions Chapter 5: The Role of the Chair 5.1 A Special Sort of Leadership 5.2 Leadership as Change 5.3 What Board Chairs do 5.4 Strategic decision-making 5.5 Conclusions Part III: Governed by Passion Chapter 6: The Role of Passion 6.1 It’s not about the Money 6.2 Constructive Passion 6.3 Destructive Passion 6.4 Combining Head and Heart 6.5 Conclusions Part IV: Performance Chapter 7: Board Members Behave Differently 7.1 Views from inside the Boardroom 7.2 Board Members as Strategic Resources 7.3 Individual Strategic Encounters 7.4 Mission Driven Encounters 7.5 Commanding Encounters 7.6 Shape Shifting Encounters 7.7 Community Minded Encounters 7.8 Balancing Board Member Behaviours 7.9 Conclusions Chapter 8: Creating Balanced and Effective Strategy 8.1 Building Better Boards 8.2 Crafting Strategy with CEO and stakeholders 8.3 Realising Board Processes 8.4 Examining Relational Strategic Decisions 8.5 Accountable 8.6 Temperate 8.7 Engaged 8.8 Theory of Strategic Balance 8.9 Conclusions Part V: Conclusions Chapter 9: Reinventing Arts Governance 9.1 Arts Governance Directions 9.2 How Board Members ‘do’ Arts Governance 9.3 How the Chair leads the Effective Board 9.4 Board members as volunteers 9.5 Board members profiled once more 9.6 Arts Board Complexity 9.7 Arts Governance and Disruptive Change 9.8 Arts Governance as a Distinct Genre 9.9 Arts Governance Redefined 9.10 CREATE an Effective Board 9.11 Conclusions

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