Making Sense of Arts Management
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JOHANSSON,T.& LUONILA,M.(EDS.) Making Sense of Arts Management RESEARCH, CASES AND PRACTICES 20 years of Arts Management education in Finland SIBELIUS ACADEMY PUBLICATIONS 11 ARTS MANAGEMENT JUBILEE PUBLICATION Making Sense of Arts Management RESEARCH, CASES AND PRACTICES 20 years of Arts Management education in Finland Sibelius Academy Publications 11 Copyright Johansson, T. & Luonila, M. (Eds.) (2017). Making sense of arts management: Research, cases and practices. Sibelius Academy Publications 11. Helsinki: Unigrafia. Book layout and graphics: Tiina Paju ISBN 978-952- 329-085- 3 (hard copy) ISBN 978-952- 329-086- 0 (PDF) ISSN 0359-2308 © Tanja Johansson, Mervi Luonila and Sibelius Academy, University of the Arts Helsinki Contents Osmo Palonen Foreword 6 Tanja Johansson Introduction 8 1. MARKETING & BRANDING ARTICLE François Colbert The new reality of the arts: Quality of services offered to patrons in the arts 19 Annukka Jyrämä Branding in the arts – some perspectives 26 CASE Helena Ruhkala Marketing and branding the arts – Case Tapiola Sinfonietta 35 Ritva Eskelinen Supporting the creative process of advertising mobile games 38 2. LEADERSHIP ARTICLE Tanja Johansson Examining the dialogical leadership in the arts 42 ESSAY Minna Launonen Shared talent and inclusive quality – A case of values in artistic-pedagogic leadership in a music school 51 Samu Forsblom Integrating culture to city making 54 CASE Anja Lappi-Hautamäki Arts management is behind everything! 57 3. ENTREPRENEURSHIP ARTICLE Kristina Kuznetsova- Learning trough and about arts management: Bogdanovits A personal story of growth 60 Juko-Mart Kõlar New perspectives on crowdfunding: Fanvestory case study 67 CASE Eero Tolppanen Please write a hit! – The songwriter’s dilemma 75 Jere Ruotsalainen Creating moving fantasies 77 Inkeri Borgman Creating consumption of live performances through digitalisation: The case of the Gigle start-up 79 4. EVENT MANAGEMENT ARTICLE Mervi Luonila The network of meanings in arts festival production – The managerial approach 82 Marjana Johansson Performing diversity at festivals 92 CASE Maati Rehor Managing professional competences in classical music events: A case of Avanti’s Summer Sounds Festival 99 Maiju Talvisto How do you tame an angry tour manager? Artist hospitality management at music festivals 102 Claire Delhom Practical considerations on partnerships in the festival field 104 5. PARTNERSHIP AND FUNDRAISING ARTICLE Heidi Lehmuskumpu Engaging young adults with fundraising at opera and ballet organizations 108 Rodney Trapp A global case for impact investing in the creative industries 119 Tomas Järvinen From one mission statement to two organizational fields: The effects of reverse isomorphism in private cultural centres 128 CASES Paula Rahtu The role of audiences in valuable sponsorship collaborations 133 Ville Repo Commmunal marketing of the Kallio Block Party 135 6. AUDIENCE AND COMMUNITY ENGAGEMENT ARTICLE Katri Halonen New roles for audiences: Cultural manager facilitating producers 138 ESSAY Violeta Simjanovska Defending or re-defining arts and cultural values: Changing perspectives 145 CASE Kari Jagt The Finnish Hospital Clowns Association: A pioneer in the field of ‘welfare art’ 150 Aura Linnapuomi Lowering the barriers to cultural participation 152 7. SUMMARY AND DISCUSSION Tanja Johansson & Future directions in the research and practice Mervi Luonila of arts management 156 List of illustrations 158 ARTS MANAGEMENT: LEADERSHIP 5 Foreword From vision to practice – Establishing the Arts Management Master’s Degree Programme at the Sibelius Academy OSMO PALONEN In the beginning of the 1990s, the economic sit- Also needed were people with more accounting uation in Finland was very bad, and the entire skills in the arts. country was in a deep recession. The Finnish Above all, the lack of leadership and man- government and several cities were planning agement skills was the main issue. Arts organ- to cut the funding for orchestras, theatres, mu- isations used to operate in a very old-fashioned seums, dance companies and other cultural or- way because the state and municipalities were ganisations, many of which were forced to de- paying most of the expenses. In addition, man- crease or even stop their activities. Thus, new agement practices stemmed from state and mu- skills of arts management were clearly needed, nicipal administrations. because the education of art managers before It was 1991 when I started offering arts man- 1990 was solely based on studies in arts and agement training to professional people already arts research. working in the field. The arranging organisation The new skills needed were in the areas of was the Sibelius Academy Continuing Centre. marketing, fundraising and sponsorship, pro- Later, the University of Art and Design and the ducing and packaging, and new ways of media Theatre Academy entered into a partnership relations. The number of people interested in en- with the Sibelius Academy to form an Arts Man- trepreneurship in the arts was also increasing. agement Professional Diploma Programme. The partnership foreshadowed the University of the Arts, which started more than 10 years later. It was not enough to only offer some extra OSMO PALONEN training to professional people in their area of Palonen (MA in Arts Management, MA, BMus) is the founder of the Arts Management Master’s Degree Pro- expertise. Young people, who were aiming to gramme at the Sibelius Academy, Uniarts, and an initi- start their professional careers as arts manag- ator of several arts and music management courses be- fore the graduate studies in arts management. Palonen ers, also needed a special arts management mas- holds a Master of Philosophy degree from the Univer- ter’s programme. sity of Helsinki, Bacherlor degree in music theory and piano music from the Sibelius Academy, and a Master The Arts Management Master’s Degree Pro- of Arts in arts management degree from the City, Uni- gramme at the Sibelius Academy has several versity of London. After his retirement, Palonen has focused on performing in several places with an enter- international models. The Sibelius Academy taining piano repertoire. has been a member of the European Network 6 ARTS MANAGEMENT: FOREWORD of Cultural Administration Training Centres Finland. The idea was to offer an international (ENCATC) since the network’s beginning in programme in English. The English language 1992. ENCATC has provided hundreds of con- provided the opportunity to invite international tacts to European and overseas universities and teachers as guest lecturers in the programme, institutes offering arts management education. because in Finland at that time, very few peo- As a member of the ENCATC board, I gained ple were able to teach arts management. So, much knowledge that has helped me to estab- an international programme presented the op- lish a new programme. portunity to have world-class teachers from all Inside the ENCATC Arsec (Lion), ICCM over the globe. (Salzburg) and the Sibelius Academy formed International student exchange was initiat- a project funded by the European Union. The ed at the very beginning of the programme. For aim of The Calliope Project was to train train- Finnish students to have contact with their fu- ers in arts management. The outcomes of the ture colleagues abroad during their studies is project helped form the Sibelius Academy pro- an invaluable experience. gramme. The beginning of arts management educa- Several contacts at North American univer- tion at the Sibelius Academy was not easy. The sities were useful in establishing the new pro- Academy was a music school and there was no gramme. Columbia University (NY) helped to tradition of management studies. Now after 20 build the selection process of new students. years, the Arts Management Master’s Degree Columbia College (Chicago) had several pro- Programme at the Sibelius Academy of the Uni- grammes and extensive experience in arts man- versity of the Arts Helsinki has established a agement teaching. Carnegie Mellon University place at the University. It is also a unique pro- was conducting research on ways to market the gramme among Finnish universities. The vision arts in the future. Golden Gate University had of arts management education has been imple- specific knowledge of multicultural arts man- mented in a beautiful way. I would like to thank agement. numerous people who have been working to- My own studies at City, University of London wards this success story of the Sibelius Acade- and all contacts in the City gave me the basis and my Arts Management programme. courage to start arts management education in ARTS MANAGEMENT: FOREWORD 7 Introduction Introduction TANJA JOHANSSON The task of arts management professionals is to pact on its development, and I am grateful for bring the artists, audience and society together in the visionary thinking of Mr Osmo Palonen and a meaningful way that enriches people’s lives. the management of the Sibelius Academy, who made a brave decision to implement a master’s This ideology has guided the Arts Management level education programme at a music univer- master’s degree education at the Sibelius Acad- sity. Now, 20 years later, we have good reason emy of the University of the Arts Helsinki for to celebrate this journey by presenting a wide 20 years. The arts management profession, cur- variety of topics related to the research, cases, riculum and discipline have developed signifi- practices and practitioners of arts management cantly during the past