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executive director of Spectrum Dance Theatre from 2005 to 2010 and now works as the President of Advancement at Cornish College of the Arts, describes clear outlined responsibilities in which the Executive and/or Artistic Director manages and runs the company and is fiscally supported by the Board of Trustees as the “magic of shared governance” (Derieux). The National Council of Nonprofits suggests that nonprofits lose the classical powerbased model for a more partnership-based structure to ensure that the Board doesn’t cross boundaries. Besides governance, nonprofits must also navigate the earned income versus unearned income ratio. With the support of outside sources dwindling, dance companies are forced to rely on earned income. For performing companies, “earned income” boils down to subscriptions and ticket sales. Therefore, as unearned income becomes unstable, companies are forced to make up for it by raising ticket prices. This approach, demonstrated by many large arts organizations over the past thirty years, has proven to limit audiences. Kaiser writes, “...the Metropolitan Opera raised ticket prices 10 percent for the 2012-2013 season, ticket sales fell over $6 million, forcing management to reverse course. That season the Met earned only 69 percent of their potential ticket sales...” (Kaiser 5). Expensive ticket prices make dance exclusive to a very specific elitist community, and consequently affects the accessibility factor that is important in educating the community of the arts. Engagement and outreach has an important mission in increasing audience sizes, but if ticket sales aren’t manageable for majority of the community this can be detrimental to the organization. In her interview, Anne Derieux advised that small to mid-sized dance companies completely abandon charging for tickets and instead apply for large grants, explaining that ticket sales are merely a “peanut” in the grand scheme of expenses (Derieux). The Wallace Foundation defines audience engagement as one or all of three things, “broadening, deepening, or diversify- ing them” and suggests that these three guidelines are of utmost importance: “Understanding audiences and figuring out strategies to ‘meet them where they are’, involving the whole organization in audience development, creating a culture that embraces experimentation and learning” (Parker 4) (End of Excerpt)

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Profile for Cornish College of the Arts

n Other Words Side A  

In April 2018, the Cornish College of the Arts Writing Across the Curriculum (WAC) Committee launched an inaugural two-week exhibition, In...

n Other Words Side A  

In April 2018, the Cornish College of the Arts Writing Across the Curriculum (WAC) Committee launched an inaugural two-week exhibition, In...

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