Core Information

Details

An introduction to entrepreneurship in the arts and Creative Industries, including business planning, fundraising, accounting, organisational structures, trading status, tax, Public Liability, health and safety, race equality action planning, equal opportunities, the Disability Discrimination Act, contracts and licensing law.

A range of case studies, including visiting lectures, to illustrate the means by which art practices may be structured, funded and sustained, including the many networks and support agencies through which practice may be developed.

A series of practical exercises around formulating a mission statement, an organisational structure and a set of organisational aims and objectives.

A series of practical exercises towards developing and pitching creative project proposals to potential funding bodies, clients or sponsors, demonstrating an awareness of the structures that need to be in place and the agendas of the funding body concerned.

Exercises are appropriately real-world, framed to the likely contexts in which students will be working upon graduation.

Core Information

• Credits: 20
• Term: 1 (Michaelmas)
• Lectures: 1x 3 hour lecture per week
• Assessment: 100% coursework (Presentation/Proposal)

Aims and Outcomes

This module aims to:

• To introduce students to the specific business ecology of the arts and creative industries
• To provide a base from which to frame and develop the student's own practice as a viable business
• To develop a knowledge base, through case studies and examples, of the means from which a portfolio career in the arts might be rationalised, sustained and supported, with business models appropriate to their art-form pathway
• To develop relevant real-world skills in the form of planning and accounting, and a necessary awareness of the requirements for a professional practice which receives public or commercial funding

On successful completion of this module, students will be able to:

• Provide appropriate business models and organisational structures for their specific artform pathway and individual practice
• Present a detailed business case in support of an original creative idea or project
• Demonstrate a thorough knowledge of the various means, public, private and commercial, by which the arts and creative industries are funded and supported, and the various requirements of such funding/support

Bibliography

Bibliography

• Bowdin, G A J, et al Events Management Butterworth-Heinemann: Oxford 2001
• Byrnes, William J. Management And The Arts, 3rd edition London: Focal Press 2003
• Chong, Derek, Arts Management: Critical Perspectives on a new sub-discipline Routledge 2001
• Diggle, Keith, Guide to Arts Marketing, London: Rhinegold 1994
• Freakley, Vivien and Sutton Rachel. Essential Guide to Business in the Performing Arts London Hodder and Stoughton 1996
• Hagoor, Giep Art Management: Entrepreneurial Style University of Chicago Press 2004
• Hill, Elizabeth, OSullivan, Terry and OSullivan, Catherine Creative Arts Marketing, London: Butterworth and Heinman 1995
• Hill, Leslie and Paris, Helen The Guerrilla Guide to Performance Art: How to Make a Living as an Artist London New York: Continuum 2004
• Pick, John. Arts Administration, London: Spon Press 2Rev Ed edition 1995
• Pick, John and Protherough, Robert Managing Britannia: Culture and Management in Modern Britain Imprint Academic: London 2003
• Drucker, Peter F. Managing The Non Profit Organisation, Harper Collins Reprint Ed 2006