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Within the United States, many non-profit arts organizations struggle with creating and managing positive revenue centers. Continuous quality improvement, intra-organizational negotiation, and developing external partnerships are central to the alignment of expenditures and income. This case study analyzes, quantitatively and qualitatively, these three aspects of a revenue center and identifies strategies that may be successful in similar organizations and environments. Topics covered include facility management, overhead costs, revenue management, and artist/staff compensation.
Organized by IUGTE in collaboration with "ArtUniverse"
PRESENTATION OVERVIEW
Dr.Naugle is the chief administrative officer for a large, complex department in music and theater enrolling nearly 3,000 students per semester. He has oversight for personnel management (17 full-time staff, 400 adjunct faculty, 50 full-time faculty); fiscal management, development, and planning; academic affairs (curricular planning, course scheduling); physical plant (three theaters and five multi-story buildings maintenance, construction planning, and renovation); student affairs (financial aid, visas, advisement); marketing (recruitment and promotion); and event management (over 300 conferences, performances, and special events per year). Dr.Naugle has a broad background and interest in language and the arts.
Creating and Managing Positive Revenue Centers Within a Non-Profit Environment/Organization: A Quantitative and Qualitative Case Study of Summer Performing Arts Programs at New York University’s Steinhardt School
Presentation by William R. Naugle, PhD, Administrative Director, Music and Performing Arts Professions, The Steinhardt School, New York University; expert in arts administration and project management, educator and teacher (USA).
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