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	<title>Theater Management Knowledge Base &#187; Governance</title>
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		<title>Interview: Charles Dillingham (2010)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/interview-charles-dillingham-2010/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/interview-charles-dillingham-2010/#comments</comments>
		<pubDate>Fri, 16 Sep 2011 00:13:33 +0000</pubDate>
		<dc:creator>Art Priromprintr</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Education]]></category>
		<category><![CDATA[Field Overview]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Interviews]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[cultural policy]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
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		<category><![CDATA[succession]]></category>
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		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=690</guid>
		<description><![CDATA[Charles Dillingham was the managing director at Center Theatre Group from 1991 to 2011, where he supervised all development, marketing, administrative and financial aspects of Center Theatre Group. Prior to CTG, he was CEO of The Entertainment Corporation USA, presenting the Bolshoi Ballet, Bolshoi Opera, Kirov Ballet, Kirov Opera, and Royal Ballet at the Metropolitan [...]]]></description>
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		<title>Case Study: Ice Theatre of New York (2008)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/case-study-ice-theatre-of-new-york-2008/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/case-study-ice-theatre-of-new-york-2008/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 01:02:25 +0000</pubDate>
		<dc:creator>Frances Black</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[competition]]></category>
		<category><![CDATA[cultural development]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=572</guid>
		<description><![CDATA[On the far west side of midtown Manhattan, looking out across the Hudson with a view of New Jersey, is a large sports complex called Chelsea Piers. The office of Ice Theatre of New York (ITNY) is located at Pier 59, across the parking lot from the Golf Center. ITNY is the only arts organization [...]]]></description>
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		<title>Case Study: Bread and Puppet Theater (2009)</title>
		<link>http://yaletmknowledgebase.org/artists-and-artistry/case-study-bread-and-puppet-theater-2009/</link>
		<comments>http://yaletmknowledgebase.org/artists-and-artistry/case-study-bread-and-puppet-theater-2009/#comments</comments>
		<pubDate>Mon, 28 Mar 2011 00:58:21 +0000</pubDate>
		<dc:creator>Elizabeth Elliott</dc:creator>
				<category><![CDATA[Artists and Artistry]]></category>
		<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[cultural development]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[donor relations]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[managing change]]></category>
		<category><![CDATA[organizational culture]]></category>
		<category><![CDATA[scale]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=568</guid>
		<description><![CDATA[This case looks at a venerable, founder-driven theater and its planning for the future. Every morning on the Bread and Puppet farm in Glover, Vermont, Peter Schumann rises at the crack of dawn, straps on his apron, and sets to the task of baking the day&#8217;s bread.  With matted white hair, an overgrown beard, and [...]]]></description>
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		<title>Paper: Mission Driven Governance (2009)</title>
		<link>http://yaletmknowledgebase.org/featured/paper-mission-driven-governance-2009/</link>
		<comments>http://yaletmknowledgebase.org/featured/paper-mission-driven-governance-2009/#comments</comments>
		<pubDate>Tue, 19 May 2009 16:38:31 +0000</pubDate>
		<dc:creator>Raymond Fisman</dc:creator>
				<category><![CDATA[Featured]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Papers]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational culture]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=350</guid>
		<description><![CDATA[The prevailing governance model is fundamentally adversarial, pitting board members in a never-ending struggle with executives. This model may ensure that the legal requirements of oversight and compliance are met, but it does little to advance the organization’s goals. The authors of this paper propose a new and more effective framework, one where board members [...]]]></description>
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		<title>Case Study: Denver Center for the Performing Arts (2009)</title>
		<link>http://yaletmknowledgebase.org/case-studies/case-study-denver-center-for-the-performing-arts-2009/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/case-study-denver-center-for-the-performing-arts-2009/#comments</comments>
		<pubDate>Fri, 01 May 2009 19:56:38 +0000</pubDate>
		<dc:creator>Aurélia K Fisher</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Growth Trajectories]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[joint ventures]]></category>
		<category><![CDATA[organizational design]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[presenting]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=198</guid>
		<description><![CDATA[The Denver Center for the Performing Arts (DCPA) case study is an in-depth look at an organization with two competing theatrical divisions, a unique financial structure, and recent management changes after a long history of established leadership. The DCPA has three divisions: one produces theatre, another presents theatre, and the third educates through theatre. The [...]]]></description>
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		<title>Case Study: A Performing Arts Center at Auburn University (2008)</title>
		<link>http://yaletmknowledgebase.org/case-studies/a-perfroming-arts-center-at-auburn-university-2008/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/a-perfroming-arts-center-at-auburn-university-2008/#comments</comments>
		<pubDate>Tue, 01 Jan 2008 14:17:35 +0000</pubDate>
		<dc:creator>Bruce Kuerten</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Education]]></category>
		<category><![CDATA[Facilities]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[competition]]></category>
		<category><![CDATA[decision making]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[presenting]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=29</guid>
		<description><![CDATA[Over the past years, John Mouton, Senior Advisor to the President of Auburn University had received a variety of input on the construction of a performing arts complex. As of Spring 2008, existing facilities needed expansion and renovation; campus development had made community access difficult; and Auburn’s peers had relatively large, up-to-date performing arts facilities, [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Case Study: Strategic Planning at the Children&#8217;s Theatre Company (2007)</title>
		<link>http://yaletmknowledgebase.org/case-studies/case-study-strategic-planning-at-the-childrens-theatre-company-2007/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/case-study-strategic-planning-at-the-childrens-theatre-company-2007/#comments</comments>
		<pubDate>Mon, 01 Jan 2007 18:28:22 +0000</pubDate>
		<dc:creator>Sergi Torres</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=322</guid>
		<description><![CDATA[This case study examines the Children’s Theatre Company’s strategic planning process. In the early 1980’s, the Children’s Theatre Company, based in Minneapolis, Minnesota, survived a traumatic crisis involving its Artistic Director, but resurfaced and stabilized with new leadership by the late 1990’s. The new leadership undertook a strategic planning process, which led to a highly [...]]]></description>
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		<title>Case Study: The Guthrie Theater (1990)</title>
		<link>http://yaletmknowledgebase.org/case-studies/the-guthrie-theater/</link>
		<comments>http://yaletmknowledgebase.org/case-studies/the-guthrie-theater/#comments</comments>
		<pubDate>Mon, 01 Jan 1990 18:41:35 +0000</pubDate>
		<dc:creator>Joan Channick</dc:creator>
				<category><![CDATA[Case Studies]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Direction]]></category>
		<category><![CDATA[endowment]]></category>
		<category><![CDATA[growth]]></category>
		<category><![CDATA[mission]]></category>
		<category><![CDATA[organizational design]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[succession]]></category>

		<guid isPermaLink="false">http://yaletmknowledgebase.org/?p=52</guid>
		<description><![CDATA[Professional theatre in the U.S. was, until the late 1950’s, entirely a commercial venture, centralized in a relatively small number of Broadway theatres in New York City. In 1957, the emergence of a new type of professional theatre was recognized as worthy of consideration when McNeil Lowry, the individual in charge of the Ford Foundation’s [...]]]></description>
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