A balanced approach...

Since the 1980’s and the cultural wars over funding questionable projects, the arts have been under increasing pressure to assess their effectiveness in delivering the mission driven benefits claimed by supporters. In this context, direct and indirect costs of presenting the performing arts have risen significantly; funding organizations are shifting priorities toward human services initiatives; and the financial performance of endowments have further reduced arts organizations operating budgets. Recent corporate and accounting scandals have created an environment for more transparent business practices in all organizations. For many performing arts organizations, their very survival is at stake as contributors and audiences look for accountability, access and meaningful experiences that justify the significant investments in facilities and programming.

A large segment of the performing arts field is mission driven, enabled by the financial support of individuals, the government, foundations and corporations. Financial support is seen as an enabler providing access to what many consider the essential benefits that only the arts can provide. A summation of the role of the performing arts can found in the vision statement of the Association for Arts Presenters (2011), the leading trade association of arts presenters:

“The Association envisions a world where all people experience the transformative power of live performance and the performing arts presenting field is strong and vibrant—a world where performing artists are integral to all communities, where ideas circulate vigorously and freely, and where people from all cultures affirm and understand themselves and each other through the arts". Vision statements for individual performing arts presenters further develop this theme with phrases that include: “to enhance and enrich the cultural development and awareness” of their communities; to “entertain” “educate” and “enlighten” their audiences; both “enhancing and enriching quality of life”

So what strategies best deliver the results not for profit presenters are looking for? Using the concepts of Kaplan and Norton’s (1996, 2001, 2004) balanced scorecard, we can define and clarify these strategies; align them with the mission statement; and develop actionable, measurable objectives that successfully deliver the benefits your organization and patrons are looking for.