Metodologic part: strategic planning in the arts. Practical part: mission of the organization, external analysis, internal analysis -- analysis of the marketing research, strategies proposed on a basis of comparison of the external and internal analysis, implementation plans, financial evaluation of suggested strategies.

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xiv, 168 p. : ill. (some col.) / The call for multicultural awareness is a somewhat recent phenomenon. Institutions of higher education in the United States have developed multicultural general education courses to address rapidly changing demographics, and growing globalization trends in the U.S. Essential outcomes include developing culturally competent citizens. Key questions revolve around how institutions have implemented multicultural courses and whether the approaches actually impact student cultural awareness, or increase cultural competency. There is little evidence that shows a relationship between participating in these undergraduate courses and a greater capacity to engage across cultural differences. One of the cornerstones of cultural competency is the capacity to understand one's own cultural context. Some multicultural education programs implement self-reflective processes to develop increased levels of self-awareness as a foundation for the development of diversity knowledge and cultural competency. This study investigates an approach utilizing arts engagement to foster greater self-awareness as a potential stage in the development of cultural competency. / Committee in charge: Kathleen Scalise， Chair； Paul Yovanoff， Member； Linda M. Forrest， Member； Karen Sprague， Outside Member

This paper presents results of a two year study, at Master’s level, which was undertaken to investigate how two Grade 9 Arts and Culture teachers incorporated mathematics in their Arts and Culture lessons in their classrooms in South Africa. Data from concept mapping activities and subsequent interviews with both teachers were collected and analysed using typological methods of analysis. Data collected from the study revealed that teachers still continue to grapple with the notion of integration. Lack of proper training and insufficient teacher knowledge seem to be the challenging factors for teachers to navigate successfully through the notion of integrated teaching and learning. Drawing from the theory of situated learning, this paper argues that although integration between mathematics and Arts and Culture is desirable in teaching and learning, it is problematic in practice. The analysis from this study raises important pedagogical issues about the link between ‘integrated teaching’ and ‘teacher training-and-content knowledge’.

Abstracts in English and Southern Sotho / The past five decades have seen the global emergence and growth of monitoring and evaluation (M&E), which has since become a crucial feature and tool in modern-day programme management. The South African government has in recent years embraced M&E in the South African public service, in order to influence and accelerate the achievement of government’s objectives and mandates. M&E is predominantly implemented in South African public institutions to promote effectiveness and efficiency in public service delivery. It is also used to promote transparency in decision-making, spending of public funds, and good governance, by ensuring that all protocols are observed. M&E also assists the government in tracking the progress of its programmes and policies. M&E is a relatively new practice in South Africa, and it is complex and skills intensive, making it challenging to implement. In most cases, poor coordination and management of M&E contribute greatly to poor M&E performance in South Africa. The policy environment is to some extent supportive of M&E in South Africa, as there are various policy documents developed around M&E. The government is actively engaged in the development of M&E policies and trying to find ways to make them work. The focus of this study was to investigate the effectiveness of monitoring and evaluation activities at the Gauteng Department of Sport, Arts, Culture, and Recreation (GDSACR). The literature section outlined the theoretical framework and the application of monitoring and evaluation both locally and globally. The empirical research explored how M&E is implemented at GDSACR, and how it assists GDSACR in achieving its strategic objectives. The empirical study further investigated how M&E contributes towards the achievement of social cohesion and nation-building at GDSACR. The research links the existing M&E theories to practical implementation of M&E at GDSACR, moreover, establishes intricacies of implementing M&E in public institutions with multiple policies and projects. The dissertation provides an opportunity for GDSACR to revisit its M&E practices and move in a direction in which M&E is the cornerstone of project management at GDSACR. Furthermore, the study further calls for adoption of M&E as a means to learning, and promotion of transparent and accountable governance which reflects in the service delivery standards and good practices to further promote the government agenda of accelerated service delivery. / Mengwagasome ye mehlano ye e fetilego go bile le go tšwelela le kgolo lefaseng ka bophara ga tlhokomedišišo le tshekatsheko (M&E), tšeo di fetogilego setlabelo le sedirišwa se bohlokwa ka taolong ya mananeo ya sebjalebjale. Mmušo wa Afrika Borwa mo mengwageng ye e sa tšwago go feta o amogetše M&E ka Tirelong ya Setšhaba ya Afrika Borwa, ka nepo ya go huetša le go akgofiša phihlelelo ya maikemišetšo le dithomelo tša mmušo. M&E e dirišwa kudu ka dihlongweng tša mmušo tša Afrika borwa ka nepo ya go tšwetša pele go šoma gabotse le ka fao go hlokago mathata ka kabong ya ditirelo tša setšhaba. E šomišwa gape go tšwetša pele go hloka sephiri ka go tšeyeng ga dipheto, ka go šomišeng ga ditšhelete tša setšhaba, le ka pušong ye kaone, ka go netefatša gore ditshepedišo ka moka di a obamelwa. M&E e thuša gape mmušo go latišiša tshepedišo ya mananeo le melawana ya yona. M&E ke mokgwa o moswa ka Afrika Borwa, ebile e hlakahlakane ebile e nyaka bokgoni bjo bogolo, gomme se se dira gore go be boima go e phethagatša. Mabakeng a mantši, kgokaganyo le taolo ye e fokolago ya M&E di na le seabe se segolo go go šoma gampe ga M&E ka Afrika Borwa. Seemo sa melawana se thekga M&E ka Afrika Borwa. Mmušo o gare ka go ngwala melaotshepedišo ya M&E ebile o leka go hwetša ditsela tša go dira gore e šome. Nepišo ya dinyakišišo tše e bile go nyakišiša go šoma gabotse ga ditiro tša tlhokomedišišo le tshekatsheko ka Kgorong ya Dipapadi, Bokgabo, Setšo le Boitapološo ya Gauteng (GDSACR). Dinyakišišo di dirišitše mekgwa ye e hlakantšwego. Karolo ya tshekatsheko ya dingwalwa e akareditše tlhako ya teori le tirišo ya tlhokomedišišo le tshekatsheko go bobedi ka nageng le lefaseng ka bophara. Dinyakišišo tša go diriša bohlatse di utollotše ka fao M&E e phethagatšwago ka GDSACR, le ka fao e thušago GDSACR go fihlelela maikemišetšo a yona a togamaano. Dinyakišišo tša go diriša bohlatse di tšwetše pele go nyakišiša ka fao M&E e nago le seabe ka phihlelelo ya tirišano ya setšhaba le kago ya setšhaba ka go GDSACR. Monyakišiši o dirišitše mokgwa wa go botšiša dipotšišo ka sewelo ka nepo ya go utolla maikutlo le ditiro tša M&E ka gare ga kgoro. Dinyakišišo di utollotše gore maemo M&E ka go GDSACR ga a kgahliše ebile a hloka go kaonafatšwa. Dinyakišišo di tšwetše pele go utolla gore M&E ga e šomišwa kudu ka fao go swanetšego. / Public Administration and Management / M. Admin. (Public Administration and Management)

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The nonprofit arts and culture sector in the United States is uniquely situated in tension between its not-for-profit status and its growing role as a catalyst for regional economic growth. Since the mid-20th century, for metropolitan areas in particular, these organizations have become an integral part of local economies and visible symbols of regions as robust cultural centers. Their growth is increasingly viewed as a significant contribution to regional economic development. But concomitant with their newly defined roles as regional "economic engines," nonprofit arts and culture organizations also are increasingly pressed to adopt a "market orientation" with respect to both their audiences and funders. This dissertation is an investigation into how these changes have shaped the organizational structures and processes of the sector. The guiding inquiry of this research is how an increased "market orientation" in the sector is affecting organizational operations (especially expenditures), and ultimately, their constituencies. More specifically, this analysis explores the effects of marketization, defined here as dependence on earned income, agenda-oriented local corporate sponsorship, and outcomes-based foundation support, on organizational expenditures and constituency levels and composition. The present research assesses the relative utility of three organizational growth theories- resource dependency theory, institutional theory, and urban growth agenda theory-on the one hand, and the "crowding-out" hypothesis on the other hand, in accounting for the effects of increasing marketization on the size and composition of organizational constituencies. The first three frameworks suggest a connection between marketized revenues and the prioritization of organizational visibility and legitimacy, organizational professionalization, and production quality, with the end goal of constituency growth. On the other hand, the crowding-out hypothesis, though it retains a focus on revenue sources, suggests that revenue from certain sources may lead to the stagnation or even reduction of deeper organizational affiliations such as membership. Specifically, the perspective suggests that a heightened market orientation conflicts with a not-for-profit or philanthropic orientation, thereby "crowding-out" potential members. The tension between these theoretical perspectives reflects the lack of solid empirical evidence regarding the effects of economic inputs (particularly those tied to marketization) on organizational outcomes (particularly constituency composition). The current research hypothesizes that marketized revenues will ultimately lead to audience growth and expansion while simultaneously leading to stagnation or decline in membership. This study focuses on museums and performing arts institutions located within the Pennsylvania portion of the Greater Philadelphia Area. The analysis utilizes survey data on revenues, expenditures, and other organizational characteristics collected on a continuing basis through the Cultural Data Project of the Pew Charitable Trusts, and audience data collected co-operatively by the arts and culture organizations. To test the competing theories listed above, this research uses structural equation modeling to estimate the effects of marketized revenues on organizational expenditures, and ultimately, on constituency composition. The current findings can be divided into three sections. The first central finding of the analysis is that marketized revenues tend to have a positive effect on attendance levels which provides support for resource dependency theory, institutional theory, and urban growth agenda theory in that the need for resources affects organizational expenditures and prioritization in such a way as to ultimately increase organizations' attendance size. The second central finding of the analysis is that the processes that lead to attendance growth in organizations do so, not through increased demographic diversity, but primarily through increases in attendance from communities and neighborhoods outside the region and communities and neighborhoods where there are already high levels of arts and culture participation. This finding is consistent with the critical metropolitan growth perspective that marketization in organizations leads to the establishment of growth over diversity as the absolute bottom line. According to this perspective, if the pursuit of attendance diversity, attendance expansion to local underserved communities, or new single site-attendees does not contribute to the bottom line of attendance growth, then marketized revenues and those who control their flow will not encourage these priorities. The third central finding of the analysis deals with the crowding-out perspective. This analysis shows some degree of support for the crowding-out hypothesis. The results show that membership is decreasing as a result of marketization, and this effect is explained, in part, by differences in organizational prioritization and orientation reflected in organizational expenditure allocation. The implications of this research are extensive for individual organizations, their urban areas, and the future of the sector. As the sector evolves, arts and culture organizations inevitably face the task of balancing their goals and missions with the demands that accompany revenue acquisition. Furthermore, as urban areas continue to emphasize their role as cultural centers which also foster economic development, they will need to consider the balance between the economic and public service functions of arts and culture organizations. Finally, the trend of greater marketization may encourage organizational growth even while it increasingly alienates the sector's not-for-profit identity and, with it, its most ardent supporters. / Sociology