New Undergraduate Programs in Arts Administration

Beginning with the spring semester of 2007, the Arts Administration program of the School of Public and Environmental Affairs at Indiana University Bloomington is pleased to offer two new programs for undergraduates, the Certificate in Arts Administration and the Bachelors of Science in Arts Management.

The Certificate in Arts Administration will be a useful complement for undergraduate students majoring in the arts who want a better understanding of management issues in arts organizations and performing and visual arts venues. This 21-hour certificate will give the arts major a solid background in legal issues in the arts, management and arts administration courses to assist their professional goals as performers or artists. Should their arts careers take a different path, the Certificate in Arts Administration will also help prepare the student for further graduate study in Arts Administration and entry-level positions as arts managers.

The Bachelor of Science in Arts Management (BSAM) degree provides undergraduate students with the background and skills necessary to function in the management aspects of the arts industry. Graduates of this degree program are prepared to seek entry level careers in areas such as: development and donor relations, marketing, audience development and public relations, artistic direction and programming, financial management, volunteer coordination, arts education, public policy, and advocacy.

For more information on the Certificate in Arts Administration and the Bachelors of Science in Arts Management degree please visit the SPEA website at:
http://www.iu.edu/~speaweb/academics/bachelors.php.

“The term ‘arts’ includes, but is not limited to, music (instrumental and vocal), dance, drama, folk art, creative writing, architecture and allied fields, painting, sculpture, photography, graphic and craft arts, industrial design, costume and fashion design, motion pictures, television, radio, tape and sound recording, the arts related to the presentation, performance, execution, and exhibition of such major arts forms, and the study and application of the arts to the human environment.”

Since 1971, the Indiana University Arts Administration Program has trained students to assume leadership positions in the nation's most prestigious arts institutions. The program has been committed to the development of leaders who are realists as well as idealists, forward-looking yet mindful of the past, and respectful of the needs of both art and business.

Broad-based in outlook and curriculum, the program strives to achieve a balance of artistic and management concerns, of theory and hands-on experience. Individual attention by full-time faculty who are arts professionals, linkages to the business world, access to top-ranked departments campuswide, and an excellent placement record are all hallmarks of the program, as are the rich cultural resources on campus and in the community.

The Graduate Curriculum

photo: Tyagan Miller

The IU Program is a two-year, multidisciplinary course of study leading to a Master of Arts degree. The student typically spends three semesters on campus and a final semester off campus in a full-time internship, although some students prefer to spend four semesters on campus and complete their internship at the end of the fourth semester. A degree of flexibility in electives allows students to add to the core curriculum according to their academic needs or interests. Course work in arts administration, business, and management is supplemented by electives, which may be chosen in consultation with the program director. Students must complete a minimum of 45 credit hours.

• The School of Public and Environmental Affairs, nationally ranked as one of the top three schools of its kind, which offers a nonprofit management program that is ranked second among similar programs in the United States;
  
  
• The Kelley School of Business, one of the nation's leading business schools;
  
  
• The Jacobs School of Music, renowned worldwide for its Opera Theater;
  
  
• The Department of Theatre and Drama, whose alumni are found on the stages of almost every Broadway theater;
  
  
• The Henry Radford Hope School of Fine Arts, which is enhanced by one of the finest university art museums in the country.

*****

Master of Arts in Arts Administration at Indiana University
45 Credit Hours required for the MA/AA

Fall
(13.5 cr.)

Spring
(13.5 cr.)

Semester II (required)
AADM-Y515 – Financial Management for the Arts(3 cr.)
AADM-Y530 – Audience Development and Marketing the Arts (3 cr.)
AADM-Y626 – Desktop Computer Communications (1.5 cr. – 1st 8 wks)
Elective (6 cr.)

Fall
(12 cr.)

Semester III (required)
AADM-Y511 – Performing Arts Center Management (3 cr.)
AADM-Y650 – Seminar in Arts Administration (Capstone) (3 cr.)
SPEA-V558 – Fund Development for Nonprofits (3 cr.)
Elective (3 cr.)

Spring
(6 cr.)

Semester IV (required)
AADM-Y750 – Internship (3 cr.) (or Electives)
Spring internships are recommended, although some students opt to do their internship the summer following their fourth semester in order to accommodate electives or assistantship opportunities.

Practica

AADM-Y550 – Practicum (3 cr.)
Three different 5-week arts management projects are completed throughout the first three semesters prior to internship. (Students can register for the Y550 Practicum at any time, but generally register simultaneously with the Y750 Internship in their last semester.)

Electives

At least 9 graduate-level credit hours, suggested but not limited to:

Arts Administration (AADM):
Y412 Opera Management
Y500 Topics Courses
        —Repertoire Appraisal for Arts Mangers
        —Museum Management Applications
Y505 Programming in the Performing Arts
Y559 Public Policy and the Arts
Y564 The Economics and Administration of Artistic Organizations
Y680/Y690 Readings in Arts Administration/Independent Study

School of Public and Environmental Affairs (SPEA):
V521 The Nonprofit & Voluntary Sector
V522 Human Resource Management in Nonprofit
V523 Civil Society and Public Policy
V541 Cost Benefit Analysis
V547 Negotiation and Dispute Resolution
V550 NGO Management in Comparative Perspective
V557 Proposal Development and Grant Administration
V561 Public Human Resources Management
V562 Public Program Evaluation
V569 Managing Interpersonal Relations
V570 Labor Relations
V602 Strategic Management for Government and Not for Profits
V611 Design of Information Systems

Kelley School of Business (BUS):
Z518 Labor/Employee Relations
Z519 Aligning Business/Human Resource Strategy (1.5)
W504 New Venture Business Planning (1.5)
W505 Power Persuasion Influence Negotiation Strategy (1.5)
W520 Turnaround Management (1.5)
W550 Management Consulting
M544 Managing Advertising and Sales Promotion
M512 Marketing Strategy (1.5)
M550 Customer Oriented Strategies (1.5)
L508 Legal Issues, Human Resource Management
F509 Financial Analysis for Corporate Decisions (1.5)

Education (EDUC):
Z550 Community Arts Programming

Journalism (JOUR):
J531 Public Relations for Nonprofits
J542 Arts, Media, and Society
J552 Reporting the Arts
J563 Computerized Publications

Anthropology (ANTH):
A590 Museum Studies
A403/503 Introduction to Museum Studies

Fine Arts (FINA):
R590 Seminar in the Visual Arts
A442 Twentieth-Century Art 1900-1924
A449 Twentieth-Century Art 1925-Present

Theatre and Drama (THTR):
T573 Studies in Modern and Contemporary Theatre
T428/700 Production and Event Management

Jacobs School of Music (MUS):
M561 History & Literature of Opera I
M562 History & Literature of Opera II
M563 History & Literature of Opera III
M564 History and Literature of Opera IV
M525 Survey of Operatic Literature
M527 Symphonic Literature
M653 Baroque Music

School of Library and Information Sciences (SLIS):
L571 Information Architecture for the Web
L546 User-Centered Database Design
L566 Digital Libraries
L548 Computer Programming for Information Management
L540 Foundations of Information Architecture
L561 The Information Industry

Communications and Culture (CMCL):
C560 Motion Picture Production
C592 Media Genres
C596 National Cinemas

Telecommunications (TEL):
T570 Art Entertainment & Information

Electives chosen must be graduate-level courses or the equivalent. Upper level undergraduate courses may count toward graduation only if the student has prior approval and written documentation from the professor of the course verifying that additional, graduate-level work will be required. Documentation is approved by the University Graduate School.

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MA in Arts Administration Courses Descriptions (AADM-Y)

Y500 Topics in Arts Administration (1-6 cr.). Selected research and discussion topics organized on a semester by semester basis.

Y505 Programming in the Performing Arts. The course examines how programming relates to marketing and public relations; the role of programming in the public and professional identity of artists and arts organizations; the external factors that condition program choice; and how programming affects relationships with society and the arts community on local, national and international levels.

Y515 Financial Management for the Arts. The course introduces students to the role of financial management in the modern not-for-profit organization. This course covers applications of budgeting, financial and managerial accounting principles, and procedures and financial analysis for nonprofit organizations. Materials covered should be considered required knowledge for the mid-to senior-level arts administrator.

Y559 Public Policy and the Arts. This course considers the principal aspects of cultural policy in the US and elsewhere.  Topics include arts education, the ends and means of government funding for the arts, multiculturalism, freedom of expression, copyright, other legal rights of artists, international trade in cultural goods, and international treaties on cultural diversity.

Y564 Economics and Administration of Artistic Organizations. In this course students analyze the unique challenges facing arts organizations in the public, nonprofit, and for-profit sectors.  Among other topics, the course deals with the multiple and often-conflicting goals faced by arts organizations, consumer demand and price setting, experimentation and innovation, and setting the rules for decision-making and oversight.

Y511 Performing Arts Center Management (3 cr.). This course focuses on the aspects of managing a performing arts program and facility. Indiana University Auditorium and other performing arts facilities will serve as laboratories to provide you with a balance between academic and real-world issues. (Doug Booher)

Y525 Museum Management (3 cr.). Course addresses general management of museums. The museum, its legal status, the building, management and staff, goals and objectives, fundraising and budgeting, collection and exhibitions, education and community outreach. (Judy Kirk/Heidi Gealt)

Y530 Audience Development and Marketing the Arts (3 cr.). Course includes basic marketing principles as well as audience development and marketing strategy. In addition to introducing the fundamentals of marketing, it fosters and encourages the thought processes necessary to market the products/services that are creative arts. (Theresa Williams/Maria Talbert)

Y535 Arts Administration and the Cultural Sector (3 cr.). In this course students learn about the market structure of the cultural sector. Among the many questions we try to answer are: What makes the arts different from other goods and services in the market place? What do we know about consumers of the arts, and how they become informed about different books, films or performances? What is the system that determines which works of art are exhibited or published and which fall by the wayside? Who bears the burden of the risk in a new venture? (Michael Rushton)

Y540 Computer Applications for the Arts (1.5 cr.). Computer applications concentrates on acquiring usable skills with applications found in the Microsoft Office XP suite. Course offers the general management professional an overview of technology itself and the technology management issues likely to be encountered in professional practice. (Keith Romaine)

Y550 (AADM) Practicum in Arts Administration (3 cr.). Provides hands-on managerial and administration experiences in three different community and campus arts organizations including: Musical Arts Center, Department of Theatre and Drama, IU Auditorium, IU Foundation, IU Art Museum, Mathers Museum of World Cultures, IU School of Music, African American Arts Institute, Bloomington Area Arts Council, Bloomington Playwrights Project, School of Fine Arts Gallery, Lotus World Music and Arts Festival and the Buskirk-Chumley Theater. (Susan Sandberg)

Y626 (AADM) Desktop Computer Communications (1.5 cr.). Instructs the Arts Administration professional in using desktop computer applications to create printed and Web-based materials that promote effective communications. The course provides instruction in design theory, page layout, Web design, digital photo editing, graphics, desktop publishing, and Web publishing as used in creating promotional materials. (Chris Payne)

V525 (SPEA) Management in the Nonprofit Sector (3 cr.). The course is designed to provide current and future nonprofit managers and leaders with an overview of a range of nonprofit management concerns and practices. Course projects and discussions expand students’ management skills, analytical tools, and knowledge. Students take the perspectives of nonprofit managers, volunteers, board members, policy makers, donors, and clients. (Beth Gazley)

V558 (SPEA) Fund Development for Nonprofits (3 cr.) .This course examines important aspects of the fundraising process for nonprofit organizations—key theoretical foundations and general fundraising principles as well as a variety of fundraising techniques, sources of donations, and aspects of managing the fundraising process. The course combines applied and conceptual readings and provides students with opportunities to apply concepts and techniques through a series of service-learning portfolio assignments in collaboration with area nonprofit organizations. The assignments are designed to cover initial efforts to develop a comprehensive fund-development plan for a nonprofit organization. (Kirsten Grønbjerg)

L575 (BUS-L) Legal Issues in the Arts (3 cr.). Examines legal interests and rights of composers, writers, performing artists, visual artists, and arts organizations. Explores a broad range of legal considerations pertaining to relationships between parties in arts-oriented contexts. Topics addressed include: copyright, trademark, and right of publicity law; defamation and invasion of privacy law; advertising law; First Amendment issues for artists and arts administrators; contract law as applied to arts-related agreements; personal property law; and legal issues associated with differing forms of arts organizations. (Arlen Langvardt)

Y650 (AADM) Seminar in Arts Administration (3 cr.). The seminar provides a capstone experience for students finishing the Master’s Degree in Arts Administration. The emphasis is on the application of the concepts covered throughout the program with a detailed look at leadership issues facing the arts administrator. The seminar/workshop involves the promotion of the arts: planning, management, labor relations, fundraising, funding sources, communications, and similar topics in relation to arts centers, museums, and performing arts organizations. Special emphasis is placed on strategic planning. Course includes a few guest speakers from major arts organizations. (Christopher Hunt)

Y680 (AADM) Readings in Arts Administration (cr. arr.). P: consent of instructor and departmental chairperson. Supervised readings in arts administration. (Charles Bonser)

Y690 (AADM) Independent Study in Arts Administration (cr. arr.). P: consent of instructor and department chairperson. (Charles Bonser)

Y750 (AADM) Internship in Arts Administration (3 cr.) .The internship is ordinarily not taken until the student’s last semester of course work. A minimum of one semester or its equivalent of field work or internship in a managerial office of a museum, theatrical or musical organization, or community, state, regional, or national arts council. (Charles Bonser)

Y412 (AADM) Opera Management (3 cr.). Course focuses on the business aspects of running an opera company, from contracting artists to marketing and promotion. Course also covers repertoire selection, casting, coaching, directing, rehearsing, design and execution of scenery, costumes, properties, lighting, technical production. (Christopher Hunt) A graduate-level elective for the AADM core.


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The Concept of Arts Management

Charles Bonser Speech to Bloomington, Indiana, Rotary Club
9/26/05

The concept of arts management began in the U.S. and Europe in the second half of the 20th century. Many here and abroad recognized that both leadership and management in these organizations demanded professionalism. Despite artistic understanding, the conductor or music director of a symphony, as an example, might not make an effective chief executive or operating officer. Budgeting; fund-raising; managing volunteers, docents and staff; marketing events etc.—all these recurring endeavors exact talents far different from orchestrating a program of musical performance. That realization accentuated the particular need for professional management in for profit, nonprofit or public organizations devoted to arts and culture.

In recent years, arts managers have begun to populate a wide range of non-profit as well as for-profit organizations in music, theater, opera, dance, museums, literature, arts/humanities councils, presenting organizations, service organizations, theme parks, broadcast media, film, recording industries, and multi-purpose arts organizations. Indeed the sector of society and the economy devoted to the arts captures as many dimensions of business, as it does of creativity and aesthetics. Today, the terms arts administration and cultural management have become interchangeable.

The “arts industry” is very much in a state of transition. Rapid changes result from a growing demand for many of the “products” of the arts industry. Other pressures signal the perilous state of funding particularly for non-profit entities. Many arts organizations confront deficits because of the post-9/11 slump in the economy, the cut backs in governmental subsidy, and the competing claims for philanthropic support from a swelling number of worthy causes and organizations.

Although spending on entertainment in America rose by an annual average of 7% over the past three years, there is increased competition for the entertainment dollar. Other problems include: copyright issues associated with the piracy of music and films (including illegal on-line CD and DVD sharing); the intense demands of unions and other employee organizations; the expanding costs for employee benefits; the many recalcitrant boards of directors; and the costs of protecting and maintaining valuable collections. Most art museums and other major cultural institutions are in financial difficulty. Some need to enhance their national image, as artistic freedom of expression often strains—for some communities—the conventions of taste.

Now more than ever, institutions in the arts need a well-trained, dedicated cadre of administrators able to navigate minefields underlining the financial pressures, the organizational constraints and the shifts in competitive entertainment as well as consumer interests. Simultaneously, these administrators need an appreciation of the idiosyncratic assets of an artistic community.

Michael M. Kaiser, President of the Kennedy Center, published an op-ed essay in the Washington Post (December 29, 2002), in which he asserted that the performing arts are at risk. He argued that the arts community needs to reverse many threatening trends including: an aversion to risk, an emphasis on large institutions, a lack of well-trained arts managers, an uneven state of arts education, and an increasing failure to document important performances.

Further, he observes: hundreds of millions of dollars are spent throughout the world each year training young performers, but only a small fraction of that amount is devoted to training the people who will employ and market these performers. In short, he admonishes: there is no shortage of trained, skilled artists in the world, but there is a shortage of trained, skilled managers.

The IU Program
The IU Arts Administration Program has a 30-year history in Indiana University, having been located in the Business School for over 20 years, before spending 5 years in the School of Music. The Music School did what if could for the Program, but it was obviously not a high priority nor a program that was compatible with other Music School programs. It was relocated to SPEA in 2002, following the recommendations of the School of Music and a Chancellor’s campus task force made up of the major players in the arts in IU.

SPEA’s strengths in education and research in non-profit management, combined with its administrative infrastructure and its interdisciplinary links to relevant organizations in IU Bloomington, have made it a natural home for the Arts Administration Program. I have been directing the Program since it moved to SPEA, with the support of Susan Sandberg, who serves as my Assistant and Program Coordinator, and several adjunct teachers. Given these limited resources, the Program has focused almost exclusively on the Masters in Arts Administration degree program since it moved to SPEA.

In the past three years, I think it is fair to say that Arts Administration has thrived in SPEA. Aggressive recruiting of outstanding graduate students was initiated and links have been reestablished with the 280 alumni of the program, many of whom are in prominent positions in arts administration nationally. The curriculum was redesigned in 2003, with the support of the all-campus Arts Administration Advisory Committee, and the students then enrolled in the MA program.

We presently have 32 first and second year students enrolled in the masters degree. Modestly, I can point out, without exaggeration, that the students are spectacular. They all have undergraduate degrees in the visual or performing arts, are from over 25 different universities, are outstanding students, and are totally committed to advancing the arts in America.

When the program moved to SPEA three years ago, there was no general financial support for the students. One of the successes of which I am most proud over the past three years is our ability to arrange graduate assistantships for all of our 32 students. Furthermore, these assistantships are all located in arts venues on campus and in the community. We were able to accomplish this by essentially striking joint support deals with these organizations.

The result is that, in addition to their academic training, our students are also working approximately 15 hours per week as arts administrators in town in such organizations as the Lotus Music Festival, the Waldron Arts Center, the Buskirk – Chumley Theater, the Bloomington Early Music Festival, the Wonder Lab, the Bloomington Playwrights Project, and the Mayor’s new initiative for an Arts District in the city. On campus they work in the IU Theater Department, the School of Fine Arts, the IU Opera Theater, the School of Music, the Mathers Museum, the IU Art Museum, and the African American Arts Institute.

These assistantships play a major role in supporting our belief that graduate students in this field need a good deal of professional experience. We also require them to have three “practicum” experiences during their two years with us. These are specific professional projects that each require ten hours per week for five weeks. Project examples include designing an exhibit in the Mathers Museum; preparing a marketing plan for an art gallery; and designing a film festival for the Buskirk-Chumley Theater.

We also require the students to complete a 4 month internship prior to graduation. These are usually completed during or at the end of their fourth semester. Our students have had internships at such prestigious institutions as the Chicago Lyric Opera, the Lincoln Center, the Manhattan Theater Project, the Smithsonian Institution, the Los Angeles Museum of Art, the Philadelphia Orchestra, and the St. Paul Chamber Orchestra. Recent graduates have found excellent positions throughout the nation.

Peer Group Relationships
The Indiana University Arts Administration Program, as one of the national pioneers in the field, has been well regarded for years. The stature of the program has obviously benefited from the strength and revered reputation of the arts community at IU Bloomington. There are a growing number of arts administration programs in the nation.

All of our competitor programs have their own particular strengths. Some offer considerably more financial assistance than we have been able to match. We have remained in competition for outstanding students primarily because of the strength or our program and the infrastructure and reputation of the IU arts community. The major problem we face, therefore, continues to be finding sufficient fellowship funds to allow us to compete for the absolute best students in this field in the country.

Arts Administration Undergraduate Education: A Need and an Opportunity
Given the meager program delivery resources available, undergraduate education has never been a priority to the IU Arts Administration program. Although undergraduate arts administration is offered in some universities (primarily four year institutions), our main competitors are not actively involved in undergraduate education.

The IU Arts Administration Program has historically had an undergraduate minor on its books, and the Program has tried to steer students to helpful courses in other departments on campus to enable them to complete their minor. However, IU has never been able to offer undergraduate arts administration courses, though over the years, several students have been determined enough to essentially cobble together a semblance of a program on their own.

There is clearly a need for undergraduate arts administration programming in IU Bloomington that can combine the strengths of our arts academic programs with the SPEA programs that can deliver management education. This need stems from the large numbers of IU students majoring in the cultural, visual, and performing arts, as well as those students who wish to work primarily in the administrative end of the arts industry, but also wish to be able to continue to hone their skills and education in the arts.

For those students choosing to major in the arts, a background and a credential in arts administration will better enable them to conduct the business end of their artistic endeavors, and will provide another option for them should they conclude their artistic career, or decide to move from being an artist to being a manager of the arts. For those students who prefer to go directly to a career in arts administration, an interdisciplinary degree that provides them with education in one or more art forms, along with a primary focus on management in the arts industry, is required. IU is uniquely positioned to deliver the programs to meet both of these needs, if we can strengthen our faculty and professional resources in arts administration.

For many years the program in arts administration relied on academic units across campus to deliver a major chunk of curriculum. Supportive of the program were courses in museum management and performing arts center management as well as more generic ones in marketing, finance and management. The balance of the program typically relied on part-time adjunct professors. Only the six-hour capstone in Arts Administration was delivered by the Director to infuse some coherence across the curriculum.

In recent years this pattern of delivering the curriculum became inadequate vis-à-vis the increasingly complex demands confronting managers of arts and cultural institutions. Courses need to keep pace with the changing field of practice. Moreover, there were many practical dilemmas in the reliance on other academic units across campus for relevant courses. Too often courses critical to the program were not offered or a course was already at capacity with the students from the host units. In other instances, a course featured prerequisites not typically completed by students in the program; or a course in its cases or examples became remote in content from arts administration. The new curriculum we introduced in the fall of 2003 substantially improved this situation.

In the summer of 2005, our program received the wonderful news that we had been awarded a “Commitment to Excellence” grant from the campus administration that will significantly help us to strengthen our capability. This grant will allow us to hire three new faculty members. In addition to bolstering our organization, this grant will allow us to add two new undergraduate programs to serve IU students.

These were cooperatively designed with the arts programs on campus. The first program will be a Certificate in Arts Administration that will offer an additional credential to students majoring in Music, Fine Arts, Theater, etc. The second will be a Bachelor of Science in Arts Management. Here again, the degree will be a mixture of both artistic study and study in arts management.

We also will explore offering an Accelerated Masters Degree for highly qualified undergraduate students that would allow an IU student, who is accepted into our masters degree program, to combine their undergraduate and graduate studies so as to enable them to complete both degrees in less time than would ordinarily be required for both degrees.

National Recognition
Given IU’s arts and cultural reputation, a more comprehensive arts administration program that includes a significant undergraduate component, and the faculty and staff resources to deliver it, will also enhance the delivery of our Masters in Arts Administration, our masters minor cognate for students in other IU programs, and our service to Ph.D. minors in Music and the COAS. Having adequate experienced faculty and staff and with more contacts in the real world of arts administration will allow us to offer our students greater exposure to the major arts institutions in our region and beyond.

We believe this initiative will catapult the IU program into the leadership position in arts administration in America. We intend to make a major statement about our capabilities, our priorities, and our commitment to the cultural sector.

Field Experience

An integral part of the IU program is hands-on experience. Students complete three practicums locally, which are offered by the numerous arts organizations on campus and in the community. These practicums enable students to explore specific areas of interest. Recent host organizations have included:

Theatres and Galleries

• School of Fine Arts (SoFA) Gallery
• John Waldron Arts Center
• IU Auditorium
• IU Art Museum
• IU Department of Theatre and Drama
• Bloomington Playwright’s Project
• Mathers Museum of World Cultures
• Cardinal Stage Company

Music Organizations

• Bloomington Early Music Festival
• IU International Harp Competition
• IU Jacobs School of Music (publicity office)
• Lotus World Music and Arts Festival
• Columbus Indiana Philharmonic

Fundraising Organizations

• IU Foundation

Other

• Monroe County Historical Society
• WFHB-FM
• WFIU-FM Public Radio from Indiana University
• Buskirk-Chumley Theater
• Windfall Dancers

For the final semester, each student completes a four-to six-month internship. These experiences are available in the United States and abroad, and many have become permanent employment. Host organizations have included:

• Abbey Theatre (Dublin, Ireland)
• Art Institute of Chicago
• BIG ARTS (Sanibel, Florida)
• Boston Museum of Fine Arts
• Central City Opera (Denver, Colorado)
• Children's Museum of Indianapolis
• Colbert Artists Management (NYC)
• Dallas Museum of Art
• Denver Art Museum
• Guthrie Theater
• Jazz at Lincoln Center
• Joffrey Ballet
• Kennedy Center for the Performing Arts
• Lyric Opera of Chicago
• National Association of Recorded Arts and Sciences (NARAS)
• Philadelphia Orchestra
• St. Louis Symphony
• Santa Fe Opera
• Spoleto Festival USA

The majority of arts administration students at Indiana University also gain valuable work experience through working as graduate assistants at the principle arts venues on campus and in the city.

Opportunities for Non-Majors

Doctoral Minor in Arts Administration

(required 4 courses, 12 credit hours)

The Ph.D. minor should be negotiated with the School of Public and Environmental Affairs (SPEA), Doctoral Advisor in Arts Administration, Professor Michael Rushton. Students may petition to take Arts Administration courses (AADM-Y) as long as Arts Administration majors are accommodated with room in the classes to authorize non-majors. For a more research-oriented minor, the student should work with the SPEA Director of Doctoral Programs to construct an independent minor including doctoral research seminars.

The Ph.D. minor is rquired to take the following courses:

SPEA-V525 Management in the Nonprofit Sector
SPEA-V558 Fund Development for Nonprofits
AADM-Y535 Arts Administration and the Cultural Sector (by permission)

SPEA

V516 Public Management Information Systems
V519 Database Management Systems
V521 The Nonprofit and Voluntary Sector
V540 Law and Public Affairs
V547 Negotiation and Dispute Resolution for Public Affairs
V560 Public Finance and Budgeting
V561/V522 Human Resources Management
V562 Public Program Evaluation
V569 Managing Interpersonal Relations
V602 Strategic Management of Public and Nonprofit Organizations

ARTS ADMINISTRATION – AADM

Y412 Opera Management (by permission)
Y505 Programming in the Performing Arts
Y511 Performing Arts Center Management (by permission)
Y515 Financial Management for Artistic Organizations (by permission)
Y530 Audience Development and Marketing the Arts (by permission)
Y559 Public Policy and the Arts
Y564 Economics and Administration of Artistic Organizations

Y500 topics courses (topics vary from semester to semester) Current topics include:
Agency Management and the Arts
Repertoire Appraisal for Arts Managers


Doctoral Advisor, Arts Administration Faculty
Professor Michael Rushton – mirushto@indiana.edu, 812-855-2947

Program Coordinator, Arts Administration Staff
Susan Sandberg – sjsandbe@indiana.edu, 812-855-7681


Jacobs School of Music Masters Outside Field of Study
(Required 2 courses, 6 credit hours)

The Masters in Outside Field of Study should be negotiated with the Jacobs School of Music with permission from the Arts Administration Department and upon advice from Dr. Michael Rushton.

Jacobs School of Music Graduate Academic Advising office Merrill Hall 011
812-855-1738

Doctoral Advisor, Arts Administration Faculty
Professor Michael Rushton – mirushto@indiana.edu, 812-855-2947