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Program Partners

The Janklow Program partners with organizations throughout the country to provide students with initial and advanced field experience. Such opportunities enable students to make critical professional contacts that, in turn, make them more competitive in the job market.

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Spotlight on Rachel Y. DeGuzman | Spotlight on Duncan Webb | Broadway Across America | Broward Center for the Performing Arts | Classical South Florida | Luminato | Seattle Art Museum | Webb Management Services

President and CEO, 21st Century Arts


Rachel Y. DeGuzman

21st Century Arts offers strategic solutions for artists and cultural organizations to meet challenges that threaten mission fulfillment and sustainability. The company’s services include organizational development, strategic marketing, the planning and implementation of special projects/initiatives, arts advocacy, and professional training.


21st Century Arts develops customized strategies to connect arts and cultural entities to diverse communities. The company’s practical solution driven approach employs data driven analysis, creative thinking, research and development, innovative collaboration, strategic planning, and continuous assessment and improvement.


Rachel is president & CEO of 21st Century Arts, a Rochester, NY based, arts consulting business that specializes in organizational development, strategic marketing, planning/implementation of special projects/initiatives, and development of customized approaches for connecting arts and cultural organizations to diverse communities.


DeGuzman is chair of the Travel Trade & Convention Publicity Task Force of the VisitRochester Industry Council, board member of William Warfield Scholarship Fund, and member of Finger Lakes Regional Economic Development Council’s Tourism/Arts Work Group.


She is the author of the We Dance blog on democratandchronicle.com.


Rachel was 1 of 14 national arts professionals selected by the Association of Performing Arts Presenters for the 2012/2013 Leadership Development Institute - where she spent a year in collaborative inquiry focused on theme of Knowing and Connecting Art with Community. She was a contributor to the report "Building Meaningful Relationships in Your Community," which provides tools, tactics, best practices, & case studies for effective community engagement.


Her past positions include director of advancement/external relations at Rochester City Ballet and the marketing and publicity manager of Nazareth College Arts Center where she was instrumental in founding its dance festival & established an affiliation with the New York Dance and Performance ("Bessie") Awards. She was also director of development/communications at The Commission Project and director of development at Garth Fagan Dance.


DeGuzman served on Mayor Warren's Neighborhood: Quality of Life transition focus group. She was a panelist for the Arts & Cultural Council for Greater Rochester and the NYSCA/Regional Economic Development Council grant panels. A member of Intercollegiate Diversity Agora, and Arts & Cultural Council for Greater Rochester’s Cultural Diversity Initiative Committee.


http://21stcenturyarts.net

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Spotlight on Duncan Webb

Photo of Duncan Webb
Duncan Webb
Duncan Webb has seen the future, and it’s a tree-lined boulevard, dotted with galleries, shops, store-front theaters, and restaurants.

“We’ve gone from building palaces for the arts to creating districts where arts and cultural facilities are the main attraction,” says the renowned arts consultant, speaking by phone from his office in Manhattan. “It’s a whole new paradigm.”

That’s heady stuff for someone who has built his career on the backs of many large performing arts centers. Webb founded the eponymously named Webb Management Services in 1997 in response to the widespread need for help with the planning and operation of live performance spaces.

“It used to be that most of our work was about getting venues built or renovated,” says Webb, a former banker from Toronto, Ontario. “Today, it’s about how these buildings can survive, and there’s no easy answer.”

Webb thinks part of the solution lies in urban cultural districts, where painters and musicians mix with baristas and shop owners.  

Rob Enslin in The College of Arts and Sciences (A&S), which houses the Janklow Program, recently caught up with Webb (DW) to discuss the fate of arts facilities: 


A&S:
How did you make the transition from banking to arts leadership?

DW: I had done a lot of theater in high school and college—acting, directing, and producing—so while I was working for a bank in Toronto, I sent out a letter to about 10 local experimental theater companies to see if I could volunteer for one of them. I didn’t hear back from anybody for the longest time.

One day, I got a call from The Theatre Centre. It was one of Canada’s first theater co-ops—five small companies that had banded together and had decided to make a go for it—and wasn’t very organized. As a volunteer, I helped them form a board of directors, write a mission statement, create bylaws, and devise a budget. I was a “suit” operating in a creative environment, and I was captivated by the whole experience.

For the next seven years, I volunteered at The Theatre Centre and at various other companies throughout Toronto and Western Canada. Then I left banking to go into theater full-time and began producing commercial, alternative, and industrial theater. My industrial work, which included clients such as Volkswagen and [Mattel’s] Barbie and the Rocker’s, paid for my M.B.A. training at the University of Toronto.

A&S: Was this around the time of your involvement with the Toronto Symphony Orchestra?

DW: Yes. While I was in the MBA program, I got a call from the Toronto Symphony, which had just moved from Massey Hall, which they owned, to Roy Thompson Hall. They weren’t exactly sure about what to do with Massey Hall, so they commissioned me to do a [feasibility] study. In the process, I got to know Theatre Project Consultants, which had an office in New York City and specialized in live performance spaces. They coached me through the study and after a year and half of my bugging them, they hired me. This was 1989, so I’ve been doing this kind of work for more than 24 years.

In 1997, I started Webb Management Services in New York City. To date, we’ve done more than 300 projects. We roam around the country, working with colleges, universities, municipalities, and nonprofit organizations on the development and operation of performing arts facilities.

A&S: Is this kind of work common in Canada?

DW: When I was coming up, there was nobody doing it in Canada, so I had to move to New York to pursue this career.

A&S: What did you get out of the for-profit sector?

DW: [long pause] Today, if you don’t succeed in the for-profit sector, it’s over. You place your bet on a show or an enterprise, and if you don’t succeed, you roll up your tent and move on to the next thing.

It’s different in the nonprofit sector, which has much more invested in building and sustaining organizations. That’s why they’re so darn hard to kill. A lot of people are resistant to letting go, and that’s had a negative impact on the industry.

A&S: In other words—

DW: They are too many organizations holding on for too long. As a result, we have an oversupply of nonprofit arts companies in the United States competing for an ever-shrinking pool of funding and audiences.

A&S: Are mergers the answer?

DW: More than a decade ago, I enrolled in a seminar on the merger and consolidation of nonprofit organizations because I thought it was a growing trend. A decade later, it's finally starting to happen, even though there’s a lot of resistance to them from staff and boards, due to issues of power and control. This is an emotionally driven sector that doesn’t pursue economies and efficiencies the way it might.

A&S: Your bestselling book, Running Theaters [Allworth Press, 2005], examines best practices in virtually every aspect of facility management. How did it come about?

DW: I wanted to understand the difference between buildings that were “okay” and ones that were “great.” What I learned is that a building reflects the people running it—their personalities, artistic points of view, connections with the community.

That book came out in 2005, arguably the high-water mark of the performing arts sector in this country. Since then, everything has gotten tougher.

A&S: Any chance of a second edition?

DW: Probably not. Nowadays, it’s a different kind of struggle. ... Performing arts facilities are expensive and difficult to program. Moreover, their audiences are shrinking, private sector fundraising is more competitive, and public sector fundraising has become almost hostile.

A&S: Should public administrators become more involved?

DW:
In some cities, they get it; in others, they don’t. For instance, the Mesa Arts Center [in Arizona] was a city project completed eight years ago. They used a bond referendum to get the thing built and to support its operation. Initially, Mesa had a mayor who supported the project. The next one didn’t and tried to kill it. And now the current mayor totally loves the project and wants to build a cultural district around the facility. He’s been working with management and private sector leadership to make the district a reality. What happens next is largely determined by who is elected as the next mayor.

A&S: What about the Broward Center for the Performing Arts, where you met Mark Nerenhausen [the Janklow Program’s founding director and professor of practice]?

DW: The Broward Center has done an amazing job of building relationships with the City of Fort Lauderdale and Broward County [Florida]. They’ve just completed a major renovation and are an important part of the Riverwalk Arts and Entertainment District. By integrating itself into the life of the community, the Broward Center is earning public sector support.

A&S: What about arts education?

DW: Ten to 15 years ago, arts education meant busing kids to a matinee performance. Today, many large facilities have 10-20 different educational programs that rely on external funding and community partnerships. It’s come a long way. 

A&S: Aside from the economy, what other hurdles do arts facilities face?

DW: Casinos are a major problem. Already, there’s the Seminole Hard Rock Hotel and Casino in Fort Lauderdale. The state legislature just authorized three more destination-level casinos in the South Florida area. Casinos can afford to overpay their talent, so performers have little incentive to return to traditional nonprofit theaters. Performing arts facility managers are justifiably concerned.

A&S:
Why is cultural tourism important?

DW: It’s a great thing because the Web enables us to promote cultural activities and amenities that, in turn, bring visitors to an area. In the old days, if we visited somewhere, we got most of our information from the hotel concierge. Today, we do everything in advance because it’s online.

Arts districts help with this, and the idea of using cultural activity to motivate commercial development within a specific area is powerful stuff.

A&S: How do we get arts and tourism leaders to work together?

DW: It's a matter of developing a common language around goals and metrics for success. I have several projects now in which I'm introducing tools such as the Balanced Scorecard to bring these leaders together, to improve their understanding of each other, and to motivate actions that serve their common interests.

A&S:
What do you hope to get out of the Janklow partnership?

DW: I’m looking for high-quality research. Where better to find it than within an institution such as SU, in which learning and quality are pervasive? I’m also excited about working with Mark, for whom I have tremendous respect. When I met with him and his students in New York City a few months ago, I told them to be prepared for a world that is very different from the one of 10-15 years ago.

I think that to be successful, they will have to be much more independent and entrepreneurial and able to sell themselves on a per-project basis.

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Broadway Across America

Photo of Miles Wilkin of Key Brand Entertainment
Miles Wilkin

Broadway Across America (BAA) is the premier Broadway theater touring organization in North America, presenting first-class plays and musicals (including “Wicked” and Disney’s “The Lion King”), family productions, and other live events through a network of more than 40 cities. Founded in 2004, BAA is part of New York-based Key Brand Entertainment Inc., which owns and operates theaters in Boston, Baltimore, and Minneapolis, as well as the e-commerce website broadway.com



Miles Wilkin
COO and Executive Vice President, Key Brand Entertainment Inc.
New York, New York

Miles Wilkin is part of the executive team at Key Brand Entertainment Inc. (KBE), where he oversees company operations, and is responsible for making KBE a leading live theater and interactive company. He previously served as CEO of Broadway Across America (BAA), where he presided over the North American Presenting and Theatre Operating businesses.

With more than 30 years of professional experience, Wilkin is an innovator in the international entertainment industry. Beginning in 1982, he held leadership positions at Live Nation and its predecessors (i.e., Clear Channel Communications, Clear Channel Europe, SFX Entertainment, PACE Entertainment Group, and PACE Theatrical Group). Among the areas he oversaw were North American music; North American theatre; motorsports; sports; international music; international theatre and sports; the Pacific Rim; and properties, including corporate sponsorship and television. Wilkin is generally credited as one of the founders of North American touring theater, as evidenced by his work at BAA, where he created a 40-city touring network.

Wilkin has earned many honors and awards, including Tony Awards for “Monty Python’s Spamalot,” “Hairspray,” “The Producers,” “Fiddler on the Roof,” Gypsy,” and “Jerome Robbins’ Broadway.” He also received a Lifetime Achievement Award from the League of American Theatres and Producers, of which he served as vice president.


http://kbeinc.net/

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Broward Center for the Performing Arts

Photo of Kelley Shanley, Performing Arts Center Authority
Kelley Shanley

The Broward Center for the Performing Arts is recognized as one of the top venues of its kind in the world. Located in the heart of the Riverwalk Arts and Entertainment District in Fort Lauderdale, Fla., the Broward Center encompasses the 2,700-seat Au-Rene Theater, the 590-seat Amaturo Theater, and the 250- to 500-seat Abdo New River Room. (An arts education center and riverside pavilion are currently under construction.) The Broward Center also manages and provides programming for the Rose and Alfred Miniaci Performing Arts Center at Nova Southeastern University; the Aventura Arts and Cultural Center; Miramar Cultural Center; and Parker Playhouse.

Each year, the Broward Center presents more than 700 performances in all arts and entertainment genres (including a variety of global and multi-cultural events) for over 600,000 people of all ages and backgrounds. Frequent presenters include Broadway Across America, the Florida Grand Opera, Gold Coast Jazz Society, Miami City Ballet, and Symphony of the Americas. The Broward Center collaborates with more 90 community, civic, and charitable organizations to advance community goals, and through its Arts Access program, provides dozens of local cultural groups with places to perform.

The Broward Center is governed by the Performing Arts Center Authority. Created through an act of the 1984 Florida Legislature, the authority is composed of seven members who are appointed to four-year terms by the city of Fort Lauderdale, Broward County Commission, and Downtown Development Authority.



Kelley Shanley
President and CEO, Performing Arts Center Authority
Fort Lauderdale, Fla.

Kelley Shanley oversees the Performing Arts Center Authority, which, in turn, operates the Broward Center for the Performing Arts.  Prior to his appointment in 2009, he served as the Broward Center’s vice president and general manager and as general manager of the Coral Springs (Fla.) Center for the Arts.

A visionary leader, Shanley has been a driving force behind many of the Broward Center’s initiatives. Under his leadership, the arts education program has grown to benefit over 150,000 students a year, linking the arts to curriculum goals and serving as a national model. He has also helped the Broward Center forge a series of strategic partnerships and programs with the broader community, while providing a regional cultural infrastructure.

Shanley is an active member of the Broward Workshop, a non-profit, non-partisan business organization, and serves on the board of the Greater Fort Lauderdale Alliance.


Jan Goodheart
Vice President of External Affairs, Broward Center for the Performing Arts
Fort Lauderdale, Fla.

Jan Goodheart has made a career of building bridges between artists and communities. When hired by Mark Nerenhausen in 2005 to work at the Broward Center for the Performing Arts, she drew on her corporate background to redefine the economic possibilities of arts and culture in South Florida. Goodheart is part of a new breed of leaders using cultural tourism to spark jobs, generate tax revenues, and provide direct economic benefits to states and communities.


http://www.browardcenter.org

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Classical South Florida

Photo of Jason Hughes
Jason Hughes
Classical South Florida (CSF) is the only non-profit, member-supported public radio station group dedicated to broadcasting classical music 24 hours a day in Miami/Fort Lauderdale (89.7 FM), West Palm Beach (90.7 FM), and Fort Myers/Naples (88.7 FM). With more than 11,000 loyal members, CSF broadcasts nationally renowned programs, including “Performance Today,” “SymphonyCast,” “Classical Live,” “The Metropolitan Opera,” and “Pipedreams.”  

In the Palm Beaches, CSF provides an all-news and information service, featuring broadcasts of more than two dozen national programs, including “Morning Edition,” “All Things Considered,” “Marketplace,” and “A Prairie Home Companion.”

CSF is affiliated with American Public Media Group, the nation's second-largest producer of public radio programs.



Jason Hughes
Program Director and Interim General Manager, Classical South Florida
Fort Lauderdale, Fla.


Jason Hughes has 18 years’ experience in media marketing and in sales and programming for radio, television, print, and the web.

His background is wide and varied, as evidenced by his work with Fresh Magazine, a publication designed to expose 18- to 34-year-olds to Canadian arts and culture. In addition to founding the magazine, Hughes served as editor and publisher. At PrideVision TV, where he directed sales and marketing, he launched the world’s first 24-hour gay and lesbian television network. The Canadian network broke social and cultural barriers, while making inroads with major advertisers, including Pepsi, Proctor & Gamble, Labatt, and Nissan.

Hughes has also worked for Atlantic Records in New York City and for 99-9 Virgin Radio (formerly 99.9 Mix FM) in Toronto, the flagship of Canada's Virgin Radio stations. Since joining CSF in 2008, he has led the marketing efforts of a network of stations serving more than 300,000 weekly listeners in a 12-county area.
http://classicalsouthflorida.publicradio.org/splash/

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Luminato

Photo of Janice Price
Janice Price
Luminato is a 10-day summer festival of creativity in Toronto, Canada. Since its inception in 2007, Luminato has featured local, national, and international artists presenting the best in music; dance; theater; film; food; magic; literature; and the visual arts, including large-scale installations. Luminato events transform theatres, parks, and public spaces throughout Downtown Toronto into a maze of creativity and civic celebration.

Ideas of revolution and transformation--historically and artistically--permeate the 2012 edition of Luminato. This year's offerings include commissioned music from Philip Glass to commemorate the bicentennial of the War of 1812, as well as groundbreaking works from iconic artists who continue to transform their disciplines, including Robert Wilson, Robert Lepage, and Ohad Naharin. Luminato also offers hundreds of free events, including daily public concerts by K’NAAN, Rufus Wainwright, and Loreena McKennitt; a marathon performance of all 32 Beethoven piano sonatas; a 12,000-square-foot windsock installation; and partnership events with The New Yorker and Hay Festivals.



Janice Price
CEO, Luminato Festival
Toronto, Ontario (Canada)

Janice Price oversees Luminato, an annual festival celebrating Canadian arts and culture. Prior to joining Luminato, she served as president and CEO of the Kimmel Center for the Performing Arts in Philadelphia, and as interim executive director and vice president of marketing and communications at New York’s Lincoln Center for the Performing Arts. Price has also held leadership positions at the Sony Centre for the Performing Arts, Roy Thomson Hall, and Massey Hall, all in Toronto; and at the Stratford Shakespeare Festival in Stratford, Ontario. 

Price serves on the boards of the Canadian Festivals Coalition, Toronto Arts Council, and International Society for the Performing Arts, and is a member of the national steering committee of Canada’s Culture Days.
http://www.luminato.com/

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Seattle Art Museum

Photo of Maryann Jordan of the Seattle Art Museum
Maryann Jordan

The Seattle Art Museum (SAM) is one museum with three locations: the Olympic Sculpture Park, SAM downtown, and the Seattle Asian Art Museum in Volunteer Park. SAM connects art to life through special exhibitions, educational programs, and installations drawn from its collection of approximately 25,000 objects. Through its three sites, SAM presents a global perspective, collecting and exhibiting objects from 140 cultures and exploring connections between past and present.










Maryann Jordan

Senior Deputy Director, Seattle Art Museum
Seattle, Wash.

Maryann Jordan manages all aspects of SAM's operation, with specific oversight of development, marketing, and communications. Since becoming deputy director for external affairs in 1996, she has helped develop and implement a comprehensive strategy to expand philanthropic support for and community engagement with SAM. Recently, she spearheaded a $227 million capital campaign to support the creation of Olympic Sculpture Park, as well as the expansion and renovation of SAM Downtown—the largest campaign to date for a cultural institution in the Northwest. Jordan also works closely with SAM’s director and deputy director of art in the strategic development of its exhibition program, and plays a leadership role in the cultivation of long-term partnerships with international institutions, including the Musée du Louvre, the Musée Picasso, and the Centre Pompidou in Paris. She has previously worked for the Metropolitan Museum of Art, New York Public Library, and Solomon R. Guggenheim Museum.


http://www.seattleartmuseum.org/

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Webb Management Services

Photo of Duncan Webb
Duncan Webb

Webb Management Services is North America's leading provider of development, planning, and consulting services for arts and creative entities. The firm's clients include municipalities, colleges and universities, nonprofit arts organizations, community and private foundations, commercial developers, economic development agencies, and other entities. WMS offers a variety of critical and effective services in cultural facility development and operations, planning, facilitation, and counsel and arts industry services. Its work is based on an approach that has been developed and employed successfully in many diverse assignments and communities.








Duncan Webb

President and certified management consultant, Webb Management Services
New York, N.Y.

Duncan Webb founded Webb Management Services to provide management consulting services to the arts and cultural industries. The firm has successfully completed more than 300 consulting assignments for the development of facilities and districts, and for the advancement of cultural organizations. A certified management consultant, he frequently writes about and lectures on the development, operation, and financing of arts facilities. His book, Running Theaters: Best Practices for Managers and Leaders (Allworth Press, 2005), is reportedly the industry’s first on the management of performing arts facilities. Webb also serves on the faculty of New York University's Graduate Program in Performing Arts Administration. Prior to founding his own company, the former banker worked at AMS Planning and Research and at Theatre Projects Consultants.


http://www.webbmgmt.org/

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