While each artist and arts entity has its own unique vision and way of working, there is great consistency when it comes to the nature and intensity of relationships.  At the center of an arts organization is the professional leadership, however it is defined, who hold and propel the vision. Around the center is a core group of artists, designers, administrators or other professionals who are closely involved in creating, producing and supporting the work. The core is made of those with whom the center has most intense working relationship and there is a very high level of trust between the center and core. Beyond the core, there is a connected group, including those professionals who have an ongoing relationship and understand and fit the culture. Finally, there are a series of need-specific relationships with those artistic, technical and administrative professionals who fulfill one-time needs. Their skills and talents are not available in the core or connected. Need-specific relationships do not require the same level of understanding and connection as there is no intention on either part to develop a long-term relationship.

The manner in which an artistic leader approaches her most functional and productive relationships should inform the manner in which all relationships are approached and maintained. Clearly this includes administrative staff as part of the professional team. But it also includes board and volunteers, the audience, and all funders, from small gift-givers to major donors to the institutional sector. In all of our work involving boards, audiences, fundraising & development, and planning, the nature of artistic relationships is extended conceptually, strategically and pragmatically.