EmcArts has selected 12 fellows of color from New York City for Cohort 2 of Arts Leaders as Cultural Innovators (ALACI).
EmcArts is continuing it’s series of community calls as part of the “Working Open” initiative to share strategies and learning about innovation in real-time.
An in-depth case study documenting The Theater Offensive’s ambitious project to host a national network to support queer youth theater organizations in North America.
An in-depth case study about The Porch Project, an experimental community engagement project on “radical slowness” by the Chicago-based Jane Addams Hull-House Museum.
Read about ALACI Cohort 1’s seminar with Edgar Schein on organizational culture, and why it’s an important aspect of facilitating adaptive leadership and change.
La Jolla Playhouse offers an annual subscription series of six new plays, re-imagined classics, and musicals to over 100,000 patrons in San Diego County and Southern California. In their Arts Innovation Fund project, they created Theatre Without Walls (WoW), a site-specific initiative designed to remove the physical limits of typical performance venues by immersing audiences in theatrical work in a variety of community settings.
EmcArts is very pleased to introduce several stellar additions to our team in the areas of Process Facilitation, Communications, Operations, and Board Development.
An in-depth case study documenting the successes of Latino New South, a collaborative innovation between Levine Museum of New South, the Atlanta History Center, and the Birmingham Civil Rights Institute. These three organizations entered EmcArts Innovation Lab for Museums with the intention of making their programs and institutions more resonant with, and responsive to, the fast-growing Latino communities in their respective cities.
With the goal of redefining roles and division of labor in arts organizations, ICE created a new organizational structure in which ensemble members act as “Artist Partners” who lead and manage the organization. This new structure eliminates traditional silos between artistic and management functions, strengthens curatorial capacity, gives ensemble members more decision-making power, and supports creativity.
In this podcast, Jeffrey Lependorf and Monica Valenzuela explore the unique challenges facing arts development organizations, especially as they navigate the responsibility of serving other organizations and constituents while making their own work visible.
An in-depth case study documenting the successes of COCABiz, a program of the Center for Creative Arts that supports the business community in St. Louis, Missouri with integration of artistic practices.
Beck Center for the Arts, located in the western Cleveland, OH suburb of Lakewood, presents a variety of plays and musicals on two stages and offers more than 200 classes, lessons and programs in the arts. They entered the Innovation Lab process with the goal of finding inventive ways to broaden and deepen their community connections.
Geva Theatre Center embarked on a Patron/Playwright Experiment to catalyze direct, personal relationships between their patrons, playwrights, and staff.
Cleveland Public Theatre and members of the Latino community formed Teatro Publico de Cleveland, an amateur ensemble theater company that created space for meaningful dialogue and new, powerful performances.
In order to invigorate their renewed vision of service and community partnerships, San Francisco Symphony developed Community of Music Makers, a platform of activities designed to support, encourage and sustain amateur music-making by adults in the Bay Area.