Design: Jenny Lederer www.jennylederer.com

Throughout 2017, we will be using the alphabet as a novel way to unpack the many concepts of arts administration. Please join in. Thank you to the following arts administrators for adding ideas to the project:

• Ashley Thorndike-Youssef, Now Next Dance
• Fernando Maneca, BAX | Brooklyn Arts Exchange
• Hillary Kooistra, Abraham.In.Motion
• Kathryn Humphreys, Hubbard Street Chicago
• Katie Kruger, Shawl-Anderson Dance Center
• Liz Hitchcock Lisle, Shotgun Players
• Phyllis Haskell Tims, University of Utah (retired)
• Rebecca A. Ferrell, University of Illinois, Urbana-Champaign
• Sarah Crowell, Destiny Arts Center
• Tammy Cheney, Lines Ballet

Arts administration relates to work at dance centers, arts councils, arts education programs, companies, and college programs. Please read on to explore the many and varied topics within arts administration. While not every topic applies to every setting, we hope that you will still find one or two ideas in the post that are useful and applicable to your particular setting. Please feel free to add ideas and links in the comments section below.

This week, we will talk about the letters N and O:

• Net income

• Non-profits versus for-profits

• Networking 

• Operating budget

• Org chart

• Organization size and budget

• Outreach

• Offsite work time 

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Let's unpack, consider, and reflect upon each one of these terms and phrases. Even before reading further, you might want to take the list of 8 ideas here and simply journal for your organization. What do these words mean to you at your organization?

N is for Net Income

For everyone in your office, do all of these basic financial terms roll off the tongue (with confidence): net income, gross income, profit, loss, restricted funds, unrestricted funds, deferred income, reserve, etc? 

"Net income" refers to the money the organization/school earns after all of the expenses have been paid. For green employees, the gross income figure can be very deceiving; it can look large and "successful" (but quickly diminishes after handling paying employees, payroll taxes, supplies, marketing, etc.).

N is "Non-Profits Vs. For-Profits"

Within the arts, we will see both for-profit and non-profit schools, companies, and theaters. What has your organization decided to be its status? 

Do all of your employees know the basic distinguishing characteristics between the two — in terms of taxes, donations, community obligations, and "ownership" and governance? If you are a non-profit, does every employee understand the power and importance of the Board of Directors?

N is for Networking

What are the opportunities locally, statewide, and nationally to connect with colleagues? This is valuable for you and all of your staff members. How do we learn from the field, ask questions, seek information, and stay inspired? Who is mentoring and being mentored? 

National organizations to consider connecting with immediately include Dance/USA and the National Dance Education Organization (journals, email lists, and annual conferences).

O is for Operating Budget

When I ask a colleague, "What is your operating budget?"….I am seeking a figure to gain a sense of the size of the organization. Is it $500,000? $30,000? $2 million?

This implies an idea of what it takes to have a balanced budget of income and expenses. How much does it take to "run" your business or school? 

(And a reminder…..this term refers to a balanced budget. Some years an organization is working towards making money; some years an arts organization might decide to lose some money in order to make some changes or programmatic/staffing leaps for that given year.)

O is for Org Chart

Whether your "org chart" is an internal document or a public document on your website or posted in your facility….who is leading, directing, managing, supervising, and coordinating? What are the job titles and roles….as well as teams within the organization? 

Many, many arts administrators have broad titles and technically wear many hats. I myself am an Artistic Director of a non-profit dance center. Some days I am also a project manager, marketing coordinator, facilitator, outreach coordinator, social media coordinator, and teacher. 

Two organizations to look to for ideas include Mark Morris and Gibney Dance. These org charts show positions related to the company, building, and school. There are many people at each site and clearly delineated roles and job titles.

Mark Morris (company, school, facility)

Gibney Dance (company, school, theater)

O is for Organization Size and Budget

"Organization size and budget" goes hand-in-hand with the two prior topics of operating budget and org chart. How big (or how small) are you in terms of programming, classes, workshops, students served, number of annual performances, scholarship fund, annual donations, and such? 

Right now, what organizations are comparable to you locally and nationally in terms of size and budget? (It can be very futile constantly comparing your site to much larger or much smaller ones. Try to find solid comparables….)

And, in terms of your community — how do you define small, medium, and large organizations in your community? 

O is for Outreach

This term – "outreach" – can be a source of confusion. What does "outreach" mean to you, your colleagues, and your organization? Is there a clear divide between participants and community members? Who and what are you reaching out to? How? Why? 

How does this work relate to and promote the mission of your organization? 

And ultimately, how are you sharing dance with more people each year? What about equity and inclusion? And access?

O is for Offsite Work Time

"Offsite work time" might referring to working from home, telecommuting, or simply working on your laptop at a coffee shop.

For many arts organizations, allowing employees anywhere from 1/2 a day a week – to two full days offsite a week – can be supportive and productive for a variety of reasons:

• Consider where your employees live. Would working from home 1-2 days a week alleviate some of the stress of the commute?
• How much space do you have at your site? Might working from home help with the space crunch?
• How noisy is your site? How often are people interrupted? Can offsite time promote quiet, flow, productivity, and bigger picture thinking? 

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