<p> This paper reviews current and historical opera marketing practices and analyzes the marketing mix (product, place, promotion, price, and people) of major opera companies in the United States. The purpose of this paper is to determine methods to attract and build sustainable, less homogenous audiences. Surveys were conducted to determine public perceptions about the art form from both opera-goers and non-opera buyers and interviews with leaders within the field of opera marketing revealed current trends. The paper provides insights about changes within the field in recent years and offers suggestions for improvement based on the success of other opera companies and other artistic organizations.</p><p>

<p> Many colleges and universities have space on campus that extends beyond a traditional classroom. These areas include but are not limited to dining hall facilities, residence halls, college bookstores, and outdoor quads that serve as a focal point of the institution. In the case of a small, private, Los Angeles-based art and design college, this type of space was not always formally available to its students. Thus, a sense of student community engagement was absent from the college experience.</p><p> The purpose of this qualitative study was to explore how the implementation of a new multipurpose space at a college of art and design had the ability to alter the social and academic experiences of art and design students. The study amplified the voices of students who lacked power and longevity at an art and design institution. In a case study method of design, an interview protocol was used for primary data collection, with additional data obtained through document collection and participant observation. Environmental theory served as a conceptual framework for this research. Ten students and seven faculty, staff, or other administrators participated in this study in the fall of 2016. Findings emphasized that art and design students have a need to foster expression and thrive in environments where strong levels of student engagement are present. </p><p> The new facility serves as the central platform to highlight values or desires that ultimately sustain the heartbeat and magnificence of the new space. Participant motivation to utilize the new space was driven by the opportunity to experience stronger engagement in spaces that were previously nonexistent. While data were collected from multiple college stakeholders, the primary focus of this research was the influence on student culture. The findings suggested a need for new systematic processes that equate to a series of short- and long-term recommenda- tions for policy and practice.</p><p> This study provides recommendations for policies and practice that may transfer to similar institutional contexts and provide institutional leaders with insights and strategies to develop community and facilitate a stronger sense of campus life in the context of an art and design school.</p>

Financial management is the operational activity with which all organizations to manage their economic resources efficiently in corporate finance. Nonprofit arts and cultural organizations also need to allocate their financial resources for everyday operations. Nonprofits receive benefits from identifying, measuring, monitoring, and utilizing financial indicators for sound financial management because financial management takes the responsibility for effective utilization of funds as well as obtaining funds. However, I found only eight articles that were partially covered financial management topic among the total 1,515 academic articles from seven major arts management journals from the last 10 years. Although 42% of nonprofit arts organizations recorded deficits in 2013, research on financial management has been extremely lacking in the arts and cultural sector. Based on the discrepancy between scholarly research and current problems, this study suggested a conceptual framework for financial management, designed financial performance measurements, and analyzed the proposed measurements with empirical data to examine the applicability of these financial measurements in practices. To suggest financial management tools, four research questions were addressed: (1) Is the degree between the proposed categories (factors) and related variables (indicators) statistically meaningful? (2) What financial categories and indicators do nonprofit arts and cultural organizations use to measure their financial performance? (3) Based on the answers of Research Question 2, what are the statistically exploratory and significant factors (categories) and indicators among applicable measurements? (4) What are the distinctive implications for different types of nonprofit arts and cultural organizations, and what are the distinctive implications for budget sizes based on the value of statistically significant financial measurements? The population of this study was 501(c)(3)s’ performing arts organizations under the category of National Taxonomy of Exempt Entities codes from A60 to A6E. I used the digitized data files from the National Center for Charitable Statistics, regarding the 501(c)(3) arts and cultural organizations’ IRS Form 990 from 2003. To investigate proposed research questions, I conducted data cleaning processes and analyzed data with SPSS. Descriptive statistics were used in the first phase analysis to generate the means for 15 financial measurements. Factor analysis was conducted to find statistically meaningful relationships between the proposed categories and sub-indicators. To determine validation of results from factor analysis in this study, the Kaiser-Meyer-Olkin Measure of Sampling Adequacy and the Bartlett’s Test of Sphericity significance level were measured. Through factor analysis, this study demonstrated that all of the 15 proposed measurements can be used for nonprofit arts and cultural organizations to assess their financial performance. In addition to factor analysis, analysis of variance by arts subsectors suggested that the ratios of contributions to expenses, contributions to revenue, and fundraising expenses to total expenses were not the same between different types of arts organizations. Furthermore, analysis of variance by budget sizes proposed that the means of eight measurements – the saving, contributions to assets, direct supports to assets, revenue to assets, operational margin, management expenses to total expenses, fundraising expenses to total expenses, and direct supports to fundraising expenses – were not the same between different budget sizes in nonprofit arts and cultural organizations. A detailed discussion of the findings, as well as implications and conclusions for future research are included. / A Dissertation submitted to the Department of Art Education in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Spring Semester 2018. / March 29, 2018. / Art and Cultural Organizations, Financial Measurements, Financial Statement Analysis, IRS Form 990 Analysis, Nonprofit Financial Framework, Nonprofit Financial Management / Includes bibliographical references. / Pat Villeneuve, Professor Directing Dissertation; Patricia Schriefer, University Representative; Jeff Broome, Committee Member; Antonio Cuyler, Committee Member.

With art programs becoming more prominent in medical environments, this research seeks to investigate the way art materials are being used and perceived in these settings. Through observation of one pediatric unit and information collected from parents and nurses at this location, this qualitative evaluation aims to promote the ways in which art practices are benefiting children within hospital environments, while also considering the effect art materials may have on health professionals’ ability to perform primary medical responsibilities. Through an analysis of the data collected through observation and surveys, this research proposes the need for four guidelines for the use of art materials in pediatric medical settings: 1) giving children options rather than beginning with specific directives, 2) providing options for the location of the use of art materials, 3) investing in traditional art materials rather than digital for this population, and 4) creating plans to inform patients of their opportunities to participate in art. These principles consider the combined needs of the patients, families, structure of the hospital, and nurses to inform the development of future art practices within pediatric medical settings. / A Thesis submitted to the Department of Art Education in partial fulfillment of the requirements for the degree of Master of Science. / Fall Semester 2016. / November 8, 2016. / art materials, arts in health, art therapy, healing arts, medical, pediatrics / Includes bibliographical references. / Theresa Van Lith, Professor Directing Thesis; David Gussak, Committee Member; Marcia Rosal, Committee Member.

A new paradigm for running youth orchestras is needed in order to reduce redundancy, increase efficiency, deal with reduced budgets in many music programs, and create a sustainable infrastructure for the creation of youth orchestras. Large metropolitan areas often have exemplary youth orchestra systems, but smaller cities and underserved areas may not have the resources like a full time staff, business processes, communications technology, and available sheet music to maintain a youth orchestra even though the area could artistically sustain one. Using knowledge from current business, nonprofit, and music education research, this document proposes an innovative approach to systematically organize and administrate youth orchestras by combining the best practices of various fields in order to tackle some of the biggest challenges to youth orchestras today. Youth Educational Symphonies (YES!) is a nonprofit franchise business model for establishing and maintaining youth orchestras. Nonprofit franchising, commonly referred to as "social franchising" in the social services sector, is a burgeoning area of entrepreneurship designed to target needs by using repeatable processes. A youth orchestra or entrepreneurial conductor will be able to "plug into" the YES! franchise to administrate the billing, accounting, payroll, publicity materials, communications, ticketing, business infrastructure, music library, string bowings, and Orchestra Manager training. By joining the YES! organization, member youth orchestras will acquire a business infrastructure specializing in the area of youth orchestras. The business systems and opportunities offered with YES! membership also include: website design and hosting, recruiting materials, an operations manual, a lending library of youth orchestra repertoire, new music written for youth orchestra, student scholarships, instrument and equipment outsourcing, consulting and training, and an organization-wide annual summer symphony festival called SForzando. This franchise model for the Youth Educational Symphonies attempts to provide the business-side infrastructure needed for an entrepreneurial conductor or a group of qualified music teachers to start up or maintain a youth orchestra in their community quickly, effectively, and sustainably. / A Dissertation submitted to the College of Music in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Spring Semester 2017. / March 27, 2017. / Arts Administration, Business Design, Entrepreneurship, Nonprofit Management, Social Franchising, Youth Orchestra / Includes bibliographical references. / Alexander Jiménez, Professor Co-Directing Dissertation; Clifford Madsen, Professor Co-Directing Dissertation; Paul Ebbers, University Representative; Kasia Bugaj, Committee Member.

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