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Training Artists as Managers within a Higher Education Context: A Case Study

<P>This article highlights a successful university arts program in the United Kingdom. The authors share their experiences and outline the approaches used at the Liverpool Institute for the Performing Arts (LIPA, founded 1996) which trains artists to be self-reliant entrepreneurs or arts managers. This is in contrast to scores of artists who face problems trying to make a living without the requisite management and business skills.</P>
<P>The article explains the rationale of the approach, offers a case study that provides evidence that points to its success (77% of its graduates are actively employed in the field), and draws preliminary conclusions about the prerequisites for the successful merger of vocationally relevant business training within a performing arts educational institution. </P>
<P>LIPs foundation is that performers need technical and support skills, organizational and financial skills, as well as marketing and promotional skills, and the ability to be entrepreneurial and to develop new initiatives. Accordingly, the program has two components: a route and a core. The route is their discipline or specialization. All students study the same common core program, usually working collaboratively. The aim is to create thinking practitioners. </P>

Approved
P
NA
Periodical (article)
Burns, Susanne and Pichilingi, Dave
The Journal of Arts Management, Law, and Society
Volume 30, Number 2
Publisher Reference: 
Heldref Publications
Old URL: 
http://www.artsusa.org/NAPD/modules/resourceManager/publicsearch.aspx?id=9990
Research Abstract
Rank: 
0
Categories: 
Professional Development
Is this an Americans for the Arts Publications: 
No