Especially for those arts organizations that are reducing staff, board members must be willing to prioritize their requests, be willing to forego the occasional set or committee minutes or pitch in and write and send a board meeting agenda themselves.
It is the mark of the well managed institution that it addresses its problems head on, and refocuses the attention of its family members on the exciting programming to come. It is when we ignore our problems that our family members tend to drift away.
I do hope we can bring together managers, musicians and board members from orchestras large and small and begin a coherent, comprehensive, solution-focused discussion on how we are going to maintain and build this vital sector of the arts ecology
There are two days of the calendar that are very close together for most arts organizations but that elicit completely different emotions from me and from many other arts executives I know: the first day of the new season and the first day of the new fiscal year.
When a strong board isn't developed and nurtured, the staff leadership will almost always find them deficient. Artists and arts managers alike will complain that the board is not generous. This will lead to budget constraints, cash flow problems and worse.