Beyond the clichés of country and city, understanding the differences in history, programming, economic impact, staffing, board development, marketing, fundraising, community engagement, and pursuit of diversity, equity, and inclusion in relation to their rural setting can help an arts manager be ready to adapt and succeed in different regions.

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.

Beyond the clichés of country and city, understanding the differences in history, programming, economic impact, staffing, board development, marketing, fundraising, community engagement, and pursuit of diversity, equity, and inclusion in relation to their rural setting can help an arts manager be ready to adapt and succeed in different regions.

This book provides an up-to-date account of the many processes shaping and transforming rural space in various parts of the world. The various case studies focus on the multi-functionality of the rural world and the driving forces behind it. The book demonstrates that rural areas are no longer simply characterized by an agricultural economy, and instead accommodate multiple complementary activities. It also touches upon two major changes that have taken place. The first is the process of rurbanization, which has led to the clear distinction between town and countryside becoming blurred: urban traits have penetrated rural areas, and rural traits have invaded towns. The second change is that rural areas are increasingly seen as multi-functional, providers not only of food and other natural resources but also locations for the generation of renewable energy (wind farms, solar farms, biogas) and regions for the preservation of biodiversity. These transformations have resulted in a new understanding and self-image of rural areas and their populations.

Over the past two decades, there has been a major increase in research into the effects of the arts on health and well-being, alongside developments in practice and policy activities in different countries across the WHO European Region and further afield. This report synthesizes the global evidence on the role of the arts in improving health and well-being, with a specific focus on the WHO European Region. Results from over 3000 studies identified a major role for the arts in the prevention of ill health, promotion of health, and management and treatment of illness across the lifespan. The reviewed evidence included study designs such as uncontrolled pilot studies, case studies, small-scale cross-sectional surveys, nationally representative longitudinal cohort studies, community-wide ethnographies and randomized controlled trials from diverse disciplines. The beneficial impact of the arts could be furthered through acknowledging and acting on the growing evidence base; promoting arts engagement at the individual, local and national levels; and supporting cross-sectoral collaboration.

The arts and arts management exist in every corner of the world, from the largest city to the smallest town. However, just as a metropolis and a hamlet bear little resemblance to each other despite similar basic needs, arts organizations in the former frequently bear little resemblance to those in the latter, and many foundational arts management texts give little attention to rural settings. This book combines insights from research and practice to fill that knowledge gap and help readers understand arts administration in rural communities. Focusing on the North American setting but including comparative examples and references from around the world, this book examines how areas of practice familiar to any arts manager work in rural areas, including research and best practices for navigating the paucity of resources frequently encountered in rural communities. Emphasizing a “by rural, for rural” perspective, this book frames the arts as integral components of vibrant rural communities and valuable tools for meeting these communities’ needs. Written by arts and nonprofit management professors with backgrounds in rural arts research and practice, this book provides a valuable resource for scholars, advanced students and reflective practitioners at the intersection of the arts and rural studies.

Arts and Cultural Management: Sense and Sensibilities in the State of the Field opens a conversation that is much needed for anyone identifying arts management or cultural management as primary areas of research, teaching, or practice. In the evolution of any field arises the need for scrutiny, reflection, and critique, as well as to display the advancements and diversity in approaches and thinking that contribute to a discipline’s forward progression. While no one volume could encompass all that a discipline is or should be, a representational snapshot serves as a valuable benchmark. This book is addressed to those who operate as researchers, scholars, and practitioners of arts and cultural management. Driven by concerns about quality of life, globalization, development of economies, education of youth, the increasing mobility of cultural groups, and many other significant issues of the twenty-first century, governments and individuals have increasingly turned to arts and culture as means of mitigating or resolving tough policy issues. For their growth, arts and culture sectors depend on people in positions of leadership and management who play a significant role in the creation, production, exhibition, dissemination, interpretation, and evaluation of arts and culture experiences for publics and policies. Less than a century old as a formal field of inquiry, however, arts and cultural management has been in flux since its inception. What is arts and cultural management? remains an open question. A comprehensive literature on the discipline, as an object of study, is still developing. This State of the Discipline offers a benchmark for those interested in the evolution and development of arts and cultural management as a branch of knowledge alongside more established disciplines of research and scholarship.