Arts Administration

  • MET AR 510: Arts Leaders Forum
    The "Arts Leaders Forum" consists of a series of conversations with arts leaders, including entrepreneurs, community leaders and established industry experts. Each week guests will share their experiences with the class. In addition to guest speakers, students will focus on leadership skills and exercises through readings and cases. The goal of this course is to give students insight into the pressing issues of managing arts organizations, to gain leadership skills and to provide insight into career options.
  • MET AR 550: Raising Funds and Grant Writing for Nonprofit Organizations
    An examination of ways to raise funds from government, foundation, corporate, and individual sources. The following topics will be addressed through lectures and case analysis: the history of philanthropy, the planning and research process, proposal and grant preparation, program evaluation, and the role of the board and staff in developing effective fundraising strategies.
  • MET AR 577: Comparative Cultural Policy and Administration
    Drawing on the resources of Boston University and its partner institutions in Boston, London, and Paris, this course examines the nature of cultural policy in the United States, United Kingdom, France, and the European Union. Through class discussions and readings (drawn from public policy and economics), lectures by leading arts administration practitioners and policy makers in Paris and London, and visits to important international cultural venues, this course will examine the impact of cultural and national differences on the cultural policy making process.
  • MET AR 587: The Arts in Barcelona
    This course will look at the ways in which the arts have played a key role in the history of Barcelona and by extension, Catalonia. To understand the city and its inhabitants and their sensibility one needs to have some knowledge of history -- particularly 20th century history. To the Catalonian, Spain is to some degree an intellectual and political construct. With its own language, culture traditions and cuisine the Catalonian sees himself as distinct from the Castilian Spanish speaking population of Spain. As a culture that experienced considerable oppression -- especially during the Franco regime, Catalonians are eager to celebrate and preserve their distinct customs and traditions. This has become particularly important in recent years as the movement for Catalan independence has gained momentum. The course will meet several times on the Charles River Campus before travel to Barcelona.
  • MET AR 690: The Art World
    An examination of the arts institutions, issues, and forces that shape the contemporary art world. Surveys the institutions and actors that comprise the ecology of the art world, and examines significant recent trends within a model of four interrelated spheres: 1) Individuals; 2) Government; 3) the Nonprofit Sector; and 4) the Private Sector. Explores how stakeholders connect and interact with each other while engaging with significant institutions and the public to affect the cultural history of our time. This is the gateway course in the Arts Administration Program, and is usually taken in the first semester. Non-Arts Administration students contact the Arts Administration Program, 1010 Commonwealth Ave.
  • MET AR 711: Capital Campaigns
    This course is designed to broaden the student?s understanding of capital campaign fundraising. Topics include: feasibility studies; strategic planning and budgeting; private and public phases; ethical responsibilities; staff, donor, volunteer, board, and trustee management; major gift solicitation; campaign communications; trend analysis; and evaluation. The course curriculum will include readings, case studies, guest speakers, and analysis of current capital campaign projects.
  • MET AR 720: Marketing and Audience Development for the Arts
    This course is designed to provide fundamental background in the theory and principles of arts marketing and audience development used by nonprofit performing and visual arts organizations. Case analysis will be employed to review strategies and practices currently used in the cultural sector. Students will be expected to develop their own marketing plans for an arts organization.
  • MET AR 722: Educational Programming in Cultural Institutions
    This course will review the history, theory, and practice of educational programming and audience engagement in both museums and performing arts organizations. Emphasis will be on analysis of program design, implementation, and evaluation, teacher training, and creation of youth and adult learning programs.
  • MET AR 723: Individual Fundraising
    Undergraduate Prerequisites: MET AR550
    This course will address the full range of issues related to attracting financial support from individuals. Topics will include: raising dollars annually for operations, raising funds through special events (fundraisers), cultivating and soliciting major gifts, and the basics of bequests and estate planning as well as ethical issues and working effectively with donors and volunteers. Course work will include readings, case studies, and guest speakers.
  • MET AR 730: Political and Public Advocacy for the Arts
    This course will address the politics of arts and culture through seminars with political and cultural leaders, class discussion, readings, and research. Students will develop advocacy campaign plans and analyze how cultural organizations interact with all levels of government.
  • MET AR 740: Technology and Arts Administration
    The ever-evolving nature of computer technology presents opportunities and challenges in the work of arts administrators. This course will examine a range of technologies employed by arts organizations to improve their practice and extend their reach, including customer relations management, fundraising, collaboration management, ticketing, project management, and social media management. Students will examine emerging products and trends, interact with technology providers, engage in hands-on trials, and develop technology plans for specific organization scenarios.
  • MET AR 749: Research and Program Evaluation in Arts Administration
    This course is designed to equip students with the tools and critical thinking skills to identify and apply appropriate methodologies to support the work of their organizations as practitioners and consumers of research. We will review the major approaches to social science research, including a range of quantitative, qualitative, and mixed methodologies, and consider the relevance of each research framework to specific questions in the arts. The course will consider the role of arts research in domains such as audience development and marketing; program evaluation and assessment; social and economic impact; decision-making and reflective practice; collaboration and creation; case making and communication with the public.
  • MET AR 750: Financial Management for Nonprofits
    Analyzes issues of accounting, finance, and economics in the context of the nonprofit organization. Stresses understanding financial statements, budget planning and control, cash flow analysis, and long term planning.
  • MET AR 751: Commercial Production: The Broadway Model
    This course will examine the process of developing commercial Broadway productions from "page to stage." Students will examine the selection process that producers follow to identify a piece or property. We will examine the entire production process, from securing the rights and options, to legal processes including investor relations and collective bargaining, to assembling a creative and production team. Students will have the opportunity to meet with several Broadway producers as guest speakers. Other topics covered may include securing a theater, residual and subsidiary income as well as domestic and international touring. The leadership role of the producer will be discussed at every stage of the journey.
  • MET AR 752: Leadership and Entrepreneurship in the Commercial Performing Arts
    Leadership skills are required at all levels of an entertainment business. Students will examine aspects of leadership within multiple levels of these businesses. Students will be introduced to formal leadership skills and styles with the goal of examining a leader's ability to build a team, manage staff, ideas and projects using skills to "manage up" and oversee, inspire and lead teams in their supervision. Given many leaders in arts and entertainment hold what are traditionally viewed as management positions, this course will compare and contrast the concepts of both management and leadership.
    Through moderated discussions students will examine leadership in multiple levels of a variety representative enterprises. This will include the opportunity to learn from the leadership at the top of an organization and their support teams emphasizing the path leadership takes throughout a successful organization. Representative organizations may include commercial producing and/or presenting organizations, trade organizations, property owners and facility management, service providers or copyright / licensing management. The leadership skills and traits of successful producers and presenters are compared and contrasted in the context of workplace environments and organizational cultures.
  • MET AR 753: Current Trends in the Performing Arts Industry
    Promoting a theatrical property extends beyond selling tickets to performances; be it a limited or open-ended engagement. Producers and artists continually seek new opportunities and environments for their properties. This requires strategic planning with a holistic view of an goals implementing a methodical process, of analyzing, decision-making and forecasting its business activity(s) to ensure future success.
  • MET AR 754: Global Performing Arts Presenting
    This course focuses on core concepts that are involved with offering a theatrical property to the touring market and other commercial presenting environments such as cruise ships, casinos, resorts or public/private partnerships. Leaders of these businesses and entertainment organizations must present or produce artistically rewarding programs that align with their missions to attract, retain and grow audiences, while maintaining sustainable financial support. The course explores the assessment of a commercial artistic/entertainment property for the purpose of placing the property on Broadway, an international tour or other settings in which the property can be presented and monetized. The specific legal and licensing requirements to accomplish a variety of presenting models, such as ADA requirements, international visa requirements, content licensing, and financial models etc. will be explored with a strong focus on international engagements and viability.
  • MET AR 766: Arts and the Community
    An analysis of issues that involve the engagement of cultural institutions with their immediate community. Includes examination of local arts centers, local arts councils, arts service organizations, agency/government relations, urban issues, multiculturalism, and festivals.
  • MET AR 771: Managing Performing Arts Organizations
    Graduate Prerequisites: MET AR 690
    A review of topics essential for successful management of performing arts organizations. Examination of both facilities management and company management. Studies include organizational structure, trustee/staff relations, marketing, audience building, fundraising, tour management, box office management, budgeting, mailing list and membership management, human resource management and contract negotiation, performance measurement, and strategic planning.
  • MET AR 774: Managing Visual Arts Organizations
    Graduate Prerequisites: MET AR 690
    A review of topics essential for successful management of visual arts organizations. Emphasizes museums, but also includes a review of alternative spaces, commercial galleries, and auction houses. Topics include the changing role of the museum, exhibition planning, fund-raising, crisis management, audience development, and strategic planning.