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MFA Program Offices:
1313 East Columbia Building, Suite 181
Kevin MaifeldGraduate Program Director(206) email@example.com
Carol Wolfe ClayDirector of Graduate Practicums(206) firstname.lastname@example.org
Peggy StevensAdministrative Assistant(206) email@example.com Jon GreerAdministrative Assistant(206) firstname.lastname@example.org
The American Journal of Arts Management serves the arts management field with articles and research submitted by educators and professionals within the industry.
The MFA in Arts Leadership is a full member program in the Association of Arts Administration Educators.
The roles played by various types of nonprofit arts organizations in American communities, and the traditions, laws, regulations, and customs which influence their operations. Considers the public policy environment that influences the character and operation of nonprofits, as well as the roles of nonprofits in influencing public policy. Required.
Theoretical and applied knowledge about concepts of leadership, leadership styles and situations, communication skills, techniques of inspiration, motivation, conflict resolution, negotiating and building consensus, coping with change, and fostering innovation. This class meets in the first August intersession and includes a number of weekdays of full time study. Required.
Planning, reporting and controlling of fiscal resources and overall management control systems, budgeting, terminology and principles of financial accounting and program evaluation, analysis of financial statements, responsibility and program structure, internal controls and audit responsibility, managerial financial controls and pricing. Required.
Organizing and leading arts volunteers to provide governance and other assistance, board and staff relations, systems and tactics of volunteer motivation, recruitment, development, utilization and retention, strategies and best practices for creating an effective, diverse and committed organizational leadership team. Required.
Best practices for implementing the management competencies needed to lead staff, political realities of staff operations, fostering creativity, coaching for excellence, achieving diversity, nonprofit aspects of personnel recruitment, administration, retention and evaluation policies and procedures, laws and regulations. Required.
Students will develop specific skills of audience development to be applied in performing and visual arts organizations. This includes developing an organization’s brand and image and translating it into media messages that accurately communicate the organization’s mission. Topics include developing and implementing a public relations strategy, working with the media, developing print materials, and managing marketing budgets.
Understanding how nonprofit arts organizations can work productively with governments and businesses to develop and maintain sound public policies that serve the interests of the organization and their customers, framing public problems and developing arts policy proposals, building effective partnerships, constituencies and advocacy campaigns, and complying with lobbying regulations. Required.
Specific skills, knowledge and understanding required of arts leaders to lead and manage the resource development and fundraising functions, integrating fundraising and stewardship throughout the organization, organizational readiness measures, materials and tools of resource development, best practices for involving volunteers, boards and staff in researching and soliciting contributions, methodologies for creating and using an effective, diversified and comprehensive resource development plan. Required.
Principles and practices of speaking effectively to persuade an audience, methods of assessing audience communication preferences, preparing for formal and informal speaking opportunities expected of arts leaders including radio and television presentations, assessing your communication strengths and opportunities for improvement. This class will emphasize practice and feedback. Required.
Examines the legal foundations of artistic creation including copyright, freedom of expression, ownership of ideas, and public domain laws. Students will also learn about the fundamentals of contract negotiation and creation and develop an understanding of the collective bargaining process. Topics include conflict resolution and the principles, methods and dynamics of negotiation and mediation processes.
Integrates and applies the arts management theories being learned in the course work with the realities of the workplace. Participants can select to work in one organization during the entire duration of the MFA program or they can elect to work in a variety of arts management areas in different organizations. This practicum provides students the opportunity to apply their knowledge in resource development, arts marketing, audience development and general management to actual positions within Puget Sound arts organizations.
Integrates the practicum and academic experiences of the program into one comprehensive project. This project recommends a solution or solutions to an existing problem in an arts organization. Students are expected to utilize current research and publications, advisors, academic resources, and their own experience to address the identified problem or challenge. This project is intended to integrate a wide variety of leadership management skills and the knowledge learned throughout the program. The course requires completion of a written report and an oral presentation.
Scholarly Excellence - Featuring Carol W. Clay, MFA Director of Grad. Practicums
Inspiring a Shared Vision: The MFA Program at Seattle University
Minnie and Tian - MFA Program at SU
Stephanie Jaya - MFA Program at SU
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