{"id":1322,"date":"2015-09-20T16:05:43","date_gmt":"2015-09-20T22:05:43","guid":{"rendered":"http:\/\/managementandthearts.com\/5e\/?p=1322"},"modified":"2015-09-20T16:05:43","modified_gmt":"2015-09-20T22:05:43","slug":"arts-management-conversations-4","status":"publish","type":"post","link":"https:\/\/managementandthearts.com\/5e\/blog\/arts-management-conversations-4\/","title":{"rendered":"Arts Management Conversations"},"content":{"rendered":"

Here are three items I thought you might find interesting. A recent posting related to a board governance controversy at Carnegie Hall connects to topics covered in chapter 7 – working with boards of directors. The posting at the Creating the Future<\/em> blog site also poses a set of interesting discussion issues about the role of the board. Lastly, managing the confidentially of donor files is talked about in chapter 12 and the story posted in the Nonprofit Quarterly<\/em> is one a development director would probably not want to see circulating.<\/p>\n

 <\/p>\n

Carnegie Hall Chair to Step Down over Accountability and Governance Concerns<\/h3>\n

By Ruth McCambridge | September 18, 2015, Nonprofit Quarterly<\/em><\/p>\n

Yesterday, Ronald O. Perelman announced his decision not to seek another term as chair of the Carnegie board after a joint meeting of that board\u2019s audit and executive committees were held. Perelman had announced that he would leave if his concerns about the board\u2019s oversight were not addressed. He will leave in a month instead of running for re-election. Perelman was critical of trustees for placing \u201ca premium on avoiding tension and disagreement.\u201d<\/em><\/p>\n

Earlier this week, it was revealed that Perelman, who was only six months in at the helm of the board, succeeding Sanford I. Weill, who held the position for 25 years, sent an email to the board suggesting that Clive Gillinson and the rest had been inattentive to related party transactions, and that this exhibited a \u201ctroubling lack of transparency\u201d and a lack of \u201cappropriate oversight\u201d on the part of the board. Perelman, who has been on Carnegie\u2019s board since 1988, also cited \u201can inability to obtain a full picture of Carnegie Hall\u2019s financial operations, especially as it related to profits and losses involving performances,\u201d and wrote that he was \u201ctroubled by the manner in which related-party transactions\u2026were being identified, vetted and approved.\u201d<\/em><\/p>\n

Links: https:\/\/nonprofitquarterly.org\/2015\/09\/18\/carnegie-hall-chair-to-step-down-over-accountability-and-governance-concerns\/
\nNYT Link: http:\/\/www.nytimes.com\/2015\/09\/18\/arts\/music\/ronald-perelman-will-step-down-carnegie-hall-board.html?_r=0<\/p>\n

 <\/p>\n

Rethinking Boards from Scratch: If There Were No Such Thing as Boards, What Would We Build?<\/h3>\n

August 28, 2015 by Hildy Gottlieb,<\/p>\n

Creating the Future Blog<\/em> http:\/\/blogs.creatingthefuture.org\/walkingthetalk\/<\/p>\n

It all started so simply.<\/em><\/p>\n

It was February of the still-new year 2015. Creating the Future\u2019s board of directors was discussing its work plan for the year ahead. \u201cWhat does the board wish to accomplish over the next 12 months? What are the most important questions for the board to consider in 2015, to ensure we achieve these priorities \/ objectives?\u201d From a meaty list of topics, the board prioritized Board Composition and Recruitment as the first one to tackle.<\/em><\/p>\n

At our next meeting \u2013 in March and then continuing into our April meeting \u2013 we asked and discussed, \u201cWhat could the composition of our board make possible for accomplishing our mission? And what would the ideal board composition be to accomplish that?\u201d<\/em><\/p>\n

Link: http:\/\/blogs.creatingthefuture.org\/walkingthetalk\/2015\/08\/28\/rethinking-boards-from-scratch-if-there-were-no-such-thing-as-boards-what-would-we-build\/<\/p>\n

 <\/p>\n

How to Really Screw Up Donor Relations: Heritage Donor Files Inadvertently Revealed<\/h3>\n

By Ruth McCambridge | September 14, 2015, Nonprofit Quarterly<\/em> \u2013 Source 09\/9\/2015; Gawker<\/em><\/p>\n

It is likely that most of us who fundraise for any length of time have found ourselves in the position of being face to face with a potentially large donor who says something that is anathema to our work. What to do? Challenge it? Act like you didn\u2019t hear it? Or finesse the situation by implying that you basically agree but can\u2019t say so?<\/em><\/p>\n

The Heritage Foundation has a healthy fundraising program, which raised $135 million between 2008 and 2009. That fundraising program is partially tracked through \u201ccall reports,\u201d which document the interactions between the institution and its donors, and those reports, some of which have been acquired by Gawker reveal the conservative think tank\u2019s balancing act between its positioning on issues and the positioning of a portion of its far-right donors.<\/em><\/p>\n

Link: https:\/\/nonprofitquarterly.org\/2015\/09\/14\/how-to-really-screw-up-donor-relations-heritage-donor-files-inadvertently-revealed\/<\/p>\n","protected":false},"excerpt":{"rendered":"

Here are three items I thought you might find interesting. A recent posting related to a board governance controversy at Carnegie Hall connects to topics covered in chapter 7 – working with boards of directors. The posting at the Creating the Future blog site also poses a set of interesting discussion issues about the role […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","advanced_seo_description":"","jetpack_seo_html_title":"","jetpack_seo_noindex":false,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[3,5],"tags":[52,51],"class_list":["post-1322","post","type-post","status-publish","format-standard","hentry","category-blog","category-portfolio","tag-donor-relations","tag-nonprofit-boards"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p9mams-lk","post_mailing_queue_ids":[],"_links":{"self":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1322","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/comments?post=1322"}],"version-history":[{"count":5,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1322\/revisions"}],"predecessor-version":[{"id":1327,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/posts\/1322\/revisions\/1327"}],"wp:attachment":[{"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/media?parent=1322"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/categories?post=1322"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementandthearts.com\/5e\/wp-json\/wp\/v2\/tags?post=1322"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}