The name Wicked Start, while irreverent and fun, is also a play on a slang definition of “wicked,” meaning masterful. A "wicked start" is a masterful way of starting a business. At Wicked Start, we believe entrepreneurs and small business owners are on the forefront of business today, leading change and innovation with great ideas.
Starting a business is one of the biggest decisions that you will ever make, and it can be as daunting as it is exciting. To be successful, you must take lots of personal, financial and planning considerations into account. At Wicked Start, our objective is to combine a practical, manageable business approach with a dose of “heart” to manage these considerations during the entire start-up process. This “heart” is compassion, which plays an instrumental role in how you create, drive and build a successful business on based on principles, integrity, and best practices. By injecting compassion into your solutions, you will find a healthier business in the long term and a healthier bottom line.
Monday, December 20, 2010
Tuesday, December 7, 2010
For Artists’ Fund-Raising, a Social Network Site
The NY Times featured an article about United States Artists, a nonprofit group founded by foundations and wealthy art donors to broaden support for working artists, and their new Web site that solicits small donations from regular people to help underwrite specific artworks.
Part social network, part glossy brochure, part fund-raising mechanism, the site seeks to democratize arts patronage as government support for the arts continues to decline and private sources of financing also shrink.
“What we’ve tried to do is take the good ideas about microphilanthropy and the good ideas about social networking and put them together in a way that people can learn about artists and learn about their projects and how they work,” said Katharine DeShaw, the organization’s executive director.
In testing, the Web site attracted roughly 36,000 unique visitors and raised a total of $210,000, with an average of $120 from each of 1,500 small donors, Ms. DeShaw said.
Artists like Zoe Strauss, a photographer, who have received United States Artists grants in the past were asked to participate in the test, and 47 did so. Ms. Strauss sought $4,000 for a project to document the effects of the BP oil spill on the Gulf Coast and its people, and to make a book of her photographs.
Ms. Strauss said about fund-raising, “I would rather have someone stab me in the face.” She added, “I’m totally unskilled in how to hustle money and totally repulsed by the idea of asking people for it, so this site was a dream come true for me.”
She ended up raising $5,185, which is helping her make additional trips to the region to take more photos. “I probably would have had to stop at the one trip I made because I couldn’t afford anymore,” she said. “By making one or two more trips down there, I will have much more to choose from for the book.”
Ms. Strauss said she also appreciated the social networking aspects of the site. “I work very much by myself, and so the ability to talk back and forth with other artists and see how they go about raising money and talking about their work is great.”
Thomas Allen Harris worried it might be too much work. But he decided he could use the test to raise money for a documentary that grew out of his work on Digital Diaspora Family Reunion, a multimedia project that asks blacks to share their family photos as a means of broadening the historic record of the black experience in America. As part of that project, he interviewed Byron Rushing, a Massachusetts legislator who had played a pivotal role in the state’s debate over gay marriage, and saw a way of tying that issue to the civil rights movement in a film.
Using the new Web site and other resources, Mr. Harris raised $11,600, 16 percent more than he had sought, to pay for archival materials, a composer and other postproduction costs.
“In first week or two, all I raised was $25, and I started wondering what would happen if people started thinking about this as a failure,” Mr. Harris said. “I’m used to sharing my creative process, but sharing how I’m actually raising money in such a public way introduces another level of vulnerability.”
Bill Frisell, a jazzss guitarist, said he, too, was uncomfortable with so publicly soliciting money. “I’m not rich but I make a living, and so for me to say, ‘Please, please, please give me money,’ it felt a little embarrassing,” Mr. Frisell said. “I had to get over that.”
He raised $20,300 through the new site, which will be used to complete a program called “The Great Flood,” a suite of original music composed by Mr. Frisell and accompanied by a film by Bill Morrison about the Mississippi River flood in 1927 and its effect on society and music.
The money will enable him to take the band that will perform the music on a tour along the Mississippi River. “We’ll play in various places,” Mr. Frisell said, “set up on the street and play or get smaller gigs that wouldn’t pay enough to cover expenses without this money.”
Ms. Strauss, Mr. Harris and Mr. Frisell say they anticipate that the kind of incremental fund-raising on the site will become more and more important to sustaining art. Mr. Frisell said, “We have to try new things.”
Part social network, part glossy brochure, part fund-raising mechanism, the site seeks to democratize arts patronage as government support for the arts continues to decline and private sources of financing also shrink.
“What we’ve tried to do is take the good ideas about microphilanthropy and the good ideas about social networking and put them together in a way that people can learn about artists and learn about their projects and how they work,” said Katharine DeShaw, the organization’s executive director.
In testing, the Web site attracted roughly 36,000 unique visitors and raised a total of $210,000, with an average of $120 from each of 1,500 small donors, Ms. DeShaw said.
Artists like Zoe Strauss, a photographer, who have received United States Artists grants in the past were asked to participate in the test, and 47 did so. Ms. Strauss sought $4,000 for a project to document the effects of the BP oil spill on the Gulf Coast and its people, and to make a book of her photographs.
Ms. Strauss said about fund-raising, “I would rather have someone stab me in the face.” She added, “I’m totally unskilled in how to hustle money and totally repulsed by the idea of asking people for it, so this site was a dream come true for me.”
She ended up raising $5,185, which is helping her make additional trips to the region to take more photos. “I probably would have had to stop at the one trip I made because I couldn’t afford anymore,” she said. “By making one or two more trips down there, I will have much more to choose from for the book.”
Ms. Strauss said she also appreciated the social networking aspects of the site. “I work very much by myself, and so the ability to talk back and forth with other artists and see how they go about raising money and talking about their work is great.”
Thomas Allen Harris worried it might be too much work. But he decided he could use the test to raise money for a documentary that grew out of his work on Digital Diaspora Family Reunion, a multimedia project that asks blacks to share their family photos as a means of broadening the historic record of the black experience in America. As part of that project, he interviewed Byron Rushing, a Massachusetts legislator who had played a pivotal role in the state’s debate over gay marriage, and saw a way of tying that issue to the civil rights movement in a film.
Using the new Web site and other resources, Mr. Harris raised $11,600, 16 percent more than he had sought, to pay for archival materials, a composer and other postproduction costs.
“In first week or two, all I raised was $25, and I started wondering what would happen if people started thinking about this as a failure,” Mr. Harris said. “I’m used to sharing my creative process, but sharing how I’m actually raising money in such a public way introduces another level of vulnerability.”
Bill Frisell, a jazzss guitarist, said he, too, was uncomfortable with so publicly soliciting money. “I’m not rich but I make a living, and so for me to say, ‘Please, please, please give me money,’ it felt a little embarrassing,” Mr. Frisell said. “I had to get over that.”
He raised $20,300 through the new site, which will be used to complete a program called “The Great Flood,” a suite of original music composed by Mr. Frisell and accompanied by a film by Bill Morrison about the Mississippi River flood in 1927 and its effect on society and music.
The money will enable him to take the band that will perform the music on a tour along the Mississippi River. “We’ll play in various places,” Mr. Frisell said, “set up on the street and play or get smaller gigs that wouldn’t pay enough to cover expenses without this money.”
Ms. Strauss, Mr. Harris and Mr. Frisell say they anticipate that the kind of incremental fund-raising on the site will become more and more important to sustaining art. Mr. Frisell said, “We have to try new things.”
Helping 1,000 startups in 2,000 days
Veteran Silicon Valley entrepreneur Martin Babinec is looking for an Albany-area university to team up with him.
Babinec, of Little Falls, N.Y., founded Upstate Venture Connect in January and already has partnered with Cornell University, Syracuse University and LeMoyne College in Central New York to make it easier for technology startups to succeed.
Babinec formed UVC with a goal of helping entrepreneurs team up with advisers and find access to investors to increase their odds of survival. UVC seeks to help create 1,000 technology startups in upstate New York over the next 2,000 days.
“For entrepreneurs to get connected here is extremely difficult,” Babinec said.
UVC, a nonprofit, is developing a database and social network for mentors, advisers, startup companies, incubators and investors.
Teaming up with upstate universities to create a network of resources to help entrepreneurs solve funding, marketing, sales and commercialization problems is a key that Babinec said will help upstate encourage the development of more startup companies.
The resident of Herkimer County, N.Y., spent 22 years building TriNet HR Corp., a San Leandro, Calif.-based human resources outsourcing company, into a national firm with $200 million in annual revenue and more than 2,800 clients in the Unites States.
Babinec, who remains on the TriNet board and is the second-largest shareholder of the private company, said he is dedicating the next 10 years to bringing some of Silicon Valley’s entrepreneurship culture to upstate New York.
UVC is run by Nasir Ali, president of The Tech Garden in Syracuse.
Last month, UVC opened an office in Saratoga Springs. Greg Gibson, an entrepreneur who moved to Saratoga Springs from Boston two years ago, is running the local office.
“Upstate has many of the assets necessary to build an innovation-oriented economy,” Babinec said. They include 113 universities and colleges, roughly 500,000 students who attract more than $3 billion in research funding each year.
Those assets are spread out and do not work together as much as they should.
By partnering with universities throughout upstate, Babinec said he hopes to start changing the entrepreneurship culture here.
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Read more: Helping 1,000 startups in 2,000 days The Business Review
Babinec, of Little Falls, N.Y., founded Upstate Venture Connect in January and already has partnered with Cornell University, Syracuse University and LeMoyne College in Central New York to make it easier for technology startups to succeed.
Babinec formed UVC with a goal of helping entrepreneurs team up with advisers and find access to investors to increase their odds of survival. UVC seeks to help create 1,000 technology startups in upstate New York over the next 2,000 days.
“For entrepreneurs to get connected here is extremely difficult,” Babinec said.
UVC, a nonprofit, is developing a database and social network for mentors, advisers, startup companies, incubators and investors.
Teaming up with upstate universities to create a network of resources to help entrepreneurs solve funding, marketing, sales and commercialization problems is a key that Babinec said will help upstate encourage the development of more startup companies.
The resident of Herkimer County, N.Y., spent 22 years building TriNet HR Corp., a San Leandro, Calif.-based human resources outsourcing company, into a national firm with $200 million in annual revenue and more than 2,800 clients in the Unites States.
Babinec, who remains on the TriNet board and is the second-largest shareholder of the private company, said he is dedicating the next 10 years to bringing some of Silicon Valley’s entrepreneurship culture to upstate New York.
UVC is run by Nasir Ali, president of The Tech Garden in Syracuse.
Last month, UVC opened an office in Saratoga Springs. Greg Gibson, an entrepreneur who moved to Saratoga Springs from Boston two years ago, is running the local office.
“Upstate has many of the assets necessary to build an innovation-oriented economy,” Babinec said. They include 113 universities and colleges, roughly 500,000 students who attract more than $3 billion in research funding each year.
Those assets are spread out and do not work together as much as they should.
By partnering with universities throughout upstate, Babinec said he hopes to start changing the entrepreneurship culture here.
--------------------------------------------------------------------------------
..
Read more: Helping 1,000 startups in 2,000 days The Business Review
Thursday, September 23, 2010
Connecting Entrepreneurs in Central New York: New Website
Enitiative, a coalition of six campuses in Central New York that promotes student and community entrepreneurship, has a new website aimed at connecting Central New York entrepreneurs with the resources available to help them launch and grow their ventures.
Students, faculty, staff and community members can visit www.cnyentrepreneurship.com to find resources they might need at any stage in their business. From conducting basic market research to forming legal structure and designing a marketing campaign, fledgling and established business owners can find both university and community resources that are there to help them succeed.
“There are many organizations, college courses and seasoned entrepreneurs in Central New York that offer services, knowledge and experience to those entrepreneurs who are just starting out or who want to take their business to the next level,” says Bruce Kingma, associate provost for entrepreneurship and innovation at Syracuse University. “We wanted to provide a single place for entrepreneurs to get this important information.”
Enitiative worked with organizations and colleges across Central New York to compile the resources listed on the website. Any organization that would like to be included on the website as a resource for entrepreneurs should email the Enitiative office at excel@syr.edu.
The SU-led Enitiative is funded by a grant from the Ewing Marion Kauffman Foundation of Kansas City, Mo., focusing on entrepreneurship in the arts, technology and neighborhoods. SU’s academic and community partners in this initiative include Cayuga Community College (CCC), Le Moyne College, Morrisville State College, Onondaga Community College (OCC), the SUNY College of Environmental Science and Forestry (SUNY-ESF), the Central New York Community Foundation, the Gifford Foundation, CenterState CEO, Messenger Associates Inc. and National Grid.
Students, faculty, staff and community members can visit www.cnyentrepreneurship.com to find resources they might need at any stage in their business. From conducting basic market research to forming legal structure and designing a marketing campaign, fledgling and established business owners can find both university and community resources that are there to help them succeed.
“There are many organizations, college courses and seasoned entrepreneurs in Central New York that offer services, knowledge and experience to those entrepreneurs who are just starting out or who want to take their business to the next level,” says Bruce Kingma, associate provost for entrepreneurship and innovation at Syracuse University. “We wanted to provide a single place for entrepreneurs to get this important information.”
Enitiative worked with organizations and colleges across Central New York to compile the resources listed on the website. Any organization that would like to be included on the website as a resource for entrepreneurs should email the Enitiative office at excel@syr.edu.
The SU-led Enitiative is funded by a grant from the Ewing Marion Kauffman Foundation of Kansas City, Mo., focusing on entrepreneurship in the arts, technology and neighborhoods. SU’s academic and community partners in this initiative include Cayuga Community College (CCC), Le Moyne College, Morrisville State College, Onondaga Community College (OCC), the SUNY College of Environmental Science and Forestry (SUNY-ESF), the Central New York Community Foundation, the Gifford Foundation, CenterState CEO, Messenger Associates Inc. and National Grid.
Monday, September 20, 2010
TED Talks
Check out TED Talks, a small nonprofit devoted to Ideas Worth Spreading. It started out (in 1984) as a conference bringing together people from three worlds: Technology, Entertainment, Design. Since then its scope has become ever broader. Along with two annual conferences -- the TED Conference in Long Beach and Palm Springs each spring, and the TEDGlobal conference in Oxford UK each summer -- TED includes the award-winning TEDTalks video site, the Open Translation Project and Open TV Project, the inspiring TED Fellows and TEDx programs, and the annual TED Prize.
Wednesday, August 18, 2010
Profits for Nonprofits
The Nonprofit Newswire offered this recent view on an article in the Wall Street Journal, which highlights an idea that should be given more consideration: win-win business partnerships between nonprofits and for profits.
Recent Newswires in North CarolinaAugust 3, 2010; Source: Wall Street Journal For those of you that do not already know, the Wall Street Journal now prints a “Donor of the Day” column that has become a must read for many. Yesterday Suzanne Sunshine was profiled. This author knew Ms Sunshine at LISC where she was the unsung hero in LISC’s program for helping CDCs develop supermarkets in low-income neighborhoods.
Last year, she started a private, for-profit real estate brokerage and consulting firm specializing in nonprofit office space. In an era of much-hyped, short-on-evidence innovations, S. Sunshine & Associates LLC operates on an innovative model. On every deal, she arranges for 10 to 50 percent of her real estate commission to be returned to the client or an associated charity. In her first year of operations, she has made a profit and returned over $100,000 to New York charities. Read more here.
Recent Newswires in North CarolinaAugust 3, 2010; Source: Wall Street Journal For those of you that do not already know, the Wall Street Journal now prints a “Donor of the Day” column that has become a must read for many. Yesterday Suzanne Sunshine was profiled. This author knew Ms Sunshine at LISC where she was the unsung hero in LISC’s program for helping CDCs develop supermarkets in low-income neighborhoods.
Last year, she started a private, for-profit real estate brokerage and consulting firm specializing in nonprofit office space. In an era of much-hyped, short-on-evidence innovations, S. Sunshine & Associates LLC operates on an innovative model. On every deal, she arranges for 10 to 50 percent of her real estate commission to be returned to the client or an associated charity. In her first year of operations, she has made a profit and returned over $100,000 to New York charities. Read more here.
Saturday, June 26, 2010
Panera's new model of nonprofit restaurants
Syracuse.com offered the following national story:
As the first crowd of customers filed into Panera Co.'s nonprofit restaurant here, only the honor system kept them from taking all the food they wanted for free.
Ronald Shaich, Panera's chairman, admitted as he watched them line up that he had no idea if his experiment would work. The idea for Panera's first nonprofit restaurant was to open an eatery where people paid what they could. The richer could pay full price-or extra. The poorer could get a cheap or even free meal.
A month later, the verdict is in: It turns out people are basically good.
Panera, which operates 1,400 franchised and corporate-owned bakery-cafes across the country, plans to expand the nonprofit model around the nation, opening two more locations within months.
"I guess I would say it's performing better than we even might have hoped in our cynical moments, and it's living up to our best sense of humanity," Shaich said in an interview.
Its cashiers tell customers their orders' "suggested" price based on the menu. About 60 to 70 percent pay in full, Shaich said. About 15 percent leave a little more and another 15 percent pay less, or nothing at all. A handful have left big donations, like $20 for a cup of coffee.
The restaurant took in $100,000 in revenue its first month. He declined to say what kind of margin this left between total costs and revenue, but he predicted the restaurant will be able to cover its costs within months and eventually generate extra cash for charitable programs.
Panera's nonprofit plan is the largest example yet of a concept called community kitchens, where businesses operate partly as charities. Customers who need a discount, or even free food, can get it with no questions asked.
Shaich borrowed the idea from a restaurant in Denver and then connected with Denise Cerreta, who runs The One World Salt Lake City restaurant with a sliding scale menu. Cerreta's community kitchen and others he looked into were impressive, Shaich said, but operated on a smaller scale than Panera could afford to run.
The Clayton store is run under the company's St. Louis Bread Co. banner by a nonprofit organization called Panera Cares that publicly traded Panera Co. supports. But Panera won't bear the nonprofit's losses if the experiment fails. For the expansion, Panera spokeswoman Kate Antonacci said, the nonprofit is considering locations that, like Clayton, are upscale but accessible to lower-income customers. In Clayton's case, St. Louis County's offices and court house are nearby. Read more here.
As the first crowd of customers filed into Panera Co.'s nonprofit restaurant here, only the honor system kept them from taking all the food they wanted for free.
Ronald Shaich, Panera's chairman, admitted as he watched them line up that he had no idea if his experiment would work. The idea for Panera's first nonprofit restaurant was to open an eatery where people paid what they could. The richer could pay full price-or extra. The poorer could get a cheap or even free meal.
A month later, the verdict is in: It turns out people are basically good.
Panera, which operates 1,400 franchised and corporate-owned bakery-cafes across the country, plans to expand the nonprofit model around the nation, opening two more locations within months.
"I guess I would say it's performing better than we even might have hoped in our cynical moments, and it's living up to our best sense of humanity," Shaich said in an interview.
Its cashiers tell customers their orders' "suggested" price based on the menu. About 60 to 70 percent pay in full, Shaich said. About 15 percent leave a little more and another 15 percent pay less, or nothing at all. A handful have left big donations, like $20 for a cup of coffee.
The restaurant took in $100,000 in revenue its first month. He declined to say what kind of margin this left between total costs and revenue, but he predicted the restaurant will be able to cover its costs within months and eventually generate extra cash for charitable programs.
Panera's nonprofit plan is the largest example yet of a concept called community kitchens, where businesses operate partly as charities. Customers who need a discount, or even free food, can get it with no questions asked.
Shaich borrowed the idea from a restaurant in Denver and then connected with Denise Cerreta, who runs The One World Salt Lake City restaurant with a sliding scale menu. Cerreta's community kitchen and others he looked into were impressive, Shaich said, but operated on a smaller scale than Panera could afford to run.
The Clayton store is run under the company's St. Louis Bread Co. banner by a nonprofit organization called Panera Cares that publicly traded Panera Co. supports. But Panera won't bear the nonprofit's losses if the experiment fails. For the expansion, Panera spokeswoman Kate Antonacci said, the nonprofit is considering locations that, like Clayton, are upscale but accessible to lower-income customers. In Clayton's case, St. Louis County's offices and court house are nearby. Read more here.
Monday, June 21, 2010
Looking to jump-start your business? You might try entering a contest.
The Wall Street Journal reported that a growing number of corporations, nonprofits and universities are giving small companies a chance at a big break—by holding contests.
Covering a broad range of categories, from the most promising women entrepreneurs to the strongest tech ideas, these competitions offer a number of powerful lures. Some offer cash prizes that can range into the six figures. Then there are longer-term rewards, such as increased exposure and grist for future marketing campaigns. Even if they don't win, entrepreneurs often come away with valuable critiques from expert panels of judges.
But there's an art to deciding which contests to enter and making the best case for your company. Here are some keys to finding, entering and winning these competitions.
The best place to start looking for contests is www.AwardSync.com, a site that helps groups publicize their awards. Once you've focused in on some competitions, the groups' own sites can be valuable. For instance, you could scour their sites for more information about what they do—which might give you ideas about what to highlight in your presentation.
At the outset, start small with awards from, say, local chapters of national organizations. This has a number of benefits. You can refine your case and practice your presentation without as much at stake. You also stand a better chance of winning a smaller contest—and judges of larger events like to see that you have some victories under your belt.
Once you've homed in on some contests, network like crazy. Call previous winners to see what worked for them; more than anyone else, they'll understand why you're in the hunt—and typically they have nothing to lose because they're ineligible to win again. If you can get into the audience for an award's oral presentations, go do it one year, see what makes the finalists stand out, and then apply the next year. Read more here.
Covering a broad range of categories, from the most promising women entrepreneurs to the strongest tech ideas, these competitions offer a number of powerful lures. Some offer cash prizes that can range into the six figures. Then there are longer-term rewards, such as increased exposure and grist for future marketing campaigns. Even if they don't win, entrepreneurs often come away with valuable critiques from expert panels of judges.
But there's an art to deciding which contests to enter and making the best case for your company. Here are some keys to finding, entering and winning these competitions.
The best place to start looking for contests is www.AwardSync.com, a site that helps groups publicize their awards. Once you've focused in on some competitions, the groups' own sites can be valuable. For instance, you could scour their sites for more information about what they do—which might give you ideas about what to highlight in your presentation.
At the outset, start small with awards from, say, local chapters of national organizations. This has a number of benefits. You can refine your case and practice your presentation without as much at stake. You also stand a better chance of winning a smaller contest—and judges of larger events like to see that you have some victories under your belt.
Once you've homed in on some contests, network like crazy. Call previous winners to see what worked for them; more than anyone else, they'll understand why you're in the hunt—and typically they have nothing to lose because they're ineligible to win again. If you can get into the audience for an award's oral presentations, go do it one year, see what makes the finalists stand out, and then apply the next year. Read more here.
Monday, May 24, 2010
Foundations Offer Loans to Nonprofits: Possible Idea of Seed Funds
The Buffalo News reported that a $650,000 check in 2008 from the Community Health Foundation of Western and Central New York for a new program to assist the frail elderly in Cattaraugus County came with a caveat: Trustees of the foundation wanted the money back, with interest.
A single grant of that size was beyond the capacity of the foundation, so trustees decided instead to make it a loan.
The money allowed Community Care of Western New York to launch a program that will keep more than 200 rural elderly people safely in their homes. Without it, the project probably would have stalled.
"It would not have opened without us, and what is a really promising model for elder care in a rural community would have been lost," said Ann Monroe, foundation president.
Increasingly, foundations in Western New York and across the country are turning to loans, loan guarantees and other measures as a way to aid needy nonprofit organizations without giving away the store.
The John R. Oishei Foundation, the area's largest private foundation, currently has more than $12 million — nearly 4 percent of its $280 million asset base — being used in this fashion. And at least two other local foundations, the Margaret L. Wendt Foundation and the Joy Family Foundation, have experimented with alternative financing.
Known as "program-related investments," or more popularly "PRIs," the loans and loan guarantees are serving a dual purpose for foundations hammered by stock market losses in 2008.
PRIs, like grants, put money toward projects that might not otherwise get off the ground. Read more here.
A single grant of that size was beyond the capacity of the foundation, so trustees decided instead to make it a loan.
The money allowed Community Care of Western New York to launch a program that will keep more than 200 rural elderly people safely in their homes. Without it, the project probably would have stalled.
"It would not have opened without us, and what is a really promising model for elder care in a rural community would have been lost," said Ann Monroe, foundation president.
Increasingly, foundations in Western New York and across the country are turning to loans, loan guarantees and other measures as a way to aid needy nonprofit organizations without giving away the store.
The John R. Oishei Foundation, the area's largest private foundation, currently has more than $12 million — nearly 4 percent of its $280 million asset base — being used in this fashion. And at least two other local foundations, the Margaret L. Wendt Foundation and the Joy Family Foundation, have experimented with alternative financing.
Known as "program-related investments," or more popularly "PRIs," the loans and loan guarantees are serving a dual purpose for foundations hammered by stock market losses in 2008.
PRIs, like grants, put money toward projects that might not otherwise get off the ground. Read more here.
Monday, April 26, 2010
6 qualities of successful social entrepreneurs
As related in The Nonprofit Times e-mail newsletter:
So, what makes a successful social entrepreneur? In his book “How to Change the World,” David Bornstein disputes the common assumption that highly successful entrepreneurs are more confident and persistent than most others.
Instead, he found that what distinguishes successful social entrepreneurs is the quality of their motivation; they were the ones who were most determined to achieve a long-term goal that was deeply meaningful to them.
With this, he sets out six qualities of highly successful social entrepreneurs.:
Willingness to self-correct. Inclination to self-correct stems from the attachment to a goal rather than to a particular approach or plan.
Willingness to share credit. A willingness to share credit lies along the “critical path” to success, because the more credit entrepreneurs share the more people will want to help them.
Willingness to break free of established structures. By doing this, entrepreneurs can gain the freedom to act and the distance to see beyond orthodoxy in their fields.
Willingness to cross disciplinary boundaries. Independence from established structures not only helps social entrepreneurs break free of prevailing assumptions but also gives them latitude to combine resources in new ways.
Willingness to work quietly. Many social entrepreneurs spend decades steadily advancing their ideas.
Strong ethical impetus. At some moment in their lives, social entrepreneurs get it into their heads that it is up to them to solve a particular problem.
So, what makes a successful social entrepreneur? In his book “How to Change the World,” David Bornstein disputes the common assumption that highly successful entrepreneurs are more confident and persistent than most others.
Instead, he found that what distinguishes successful social entrepreneurs is the quality of their motivation; they were the ones who were most determined to achieve a long-term goal that was deeply meaningful to them.
With this, he sets out six qualities of highly successful social entrepreneurs.:
Willingness to self-correct. Inclination to self-correct stems from the attachment to a goal rather than to a particular approach or plan.
Willingness to share credit. A willingness to share credit lies along the “critical path” to success, because the more credit entrepreneurs share the more people will want to help them.
Willingness to break free of established structures. By doing this, entrepreneurs can gain the freedom to act and the distance to see beyond orthodoxy in their fields.
Willingness to cross disciplinary boundaries. Independence from established structures not only helps social entrepreneurs break free of prevailing assumptions but also gives them latitude to combine resources in new ways.
Willingness to work quietly. Many social entrepreneurs spend decades steadily advancing their ideas.
Strong ethical impetus. At some moment in their lives, social entrepreneurs get it into their heads that it is up to them to solve a particular problem.
Sunday, April 4, 2010
Entrepreneur to hear business pitches on Quadby Kevin Tampone
John Liddy, entrepreneur in residence at the Tech Garden in downtown Syracuse, will spend a few hours Tuesday afternoon handing out cash on the Syracuse University Quad.
Students will have to earn the money though.
Liddy will listen to business ideas from any student and hand out vouchers for $5 in cash. Students must show up to an event for young entrepreneurs scheduled for April 28 at the Tech Garden to claim the money.
And the idea must be real, says Paul Brooks, vice president for entrepreneurship programs at the Tech Garden. Liddy will vet the concepts and only distribute the cash vouchers to students with top ideas.
The April 28 event will bring together student entrepreneurs from various SU schools, investors, and potential mentors for a program on entrepreneurship and emerging companies, Brooks says.
Liddy will be on the Quad from noon to 2:30 p.m.
Students will have to earn the money though.
Liddy will listen to business ideas from any student and hand out vouchers for $5 in cash. Students must show up to an event for young entrepreneurs scheduled for April 28 at the Tech Garden to claim the money.
And the idea must be real, says Paul Brooks, vice president for entrepreneurship programs at the Tech Garden. Liddy will vet the concepts and only distribute the cash vouchers to students with top ideas.
The April 28 event will bring together student entrepreneurs from various SU schools, investors, and potential mentors for a program on entrepreneurship and emerging companies, Brooks says.
Liddy will be on the Quad from noon to 2:30 p.m.
Tuesday, March 16, 2010
New York Entrepreneur Week April 12-16
New York Entrepreneur Week (NYEW) is a non-profit movement formed around a single belief: entrepreneurs change the world. And now is the time for entrepreneurs who have the will and drive to prove they can achieve anything, to stand up and come together in New York State for another groundbreaking NYEW event.
With over 100 speakers from 40 cities, 15 states and 3 continents, NYEW unites the state’s diverse entrepreneurial community; giving you the opportunity to connect with and learn from New York’s best and brightest entrepreneurs who are relentless, driven and dedicated to improving your business and the economy. View the full agenda here.
New York Entrepreneur Week encompasses five days of innovative and hyper-targeted events, including:
* Inspiring keynote speeches from recognized business leaders
* Riveting panels delivering relevant mission-critical advice
* The flagship RELENTLESS business plan competition
With over 100 speakers from 40 cities, 15 states and 3 continents, NYEW unites the state’s diverse entrepreneurial community; giving you the opportunity to connect with and learn from New York’s best and brightest entrepreneurs who are relentless, driven and dedicated to improving your business and the economy. View the full agenda here.
New York Entrepreneur Week encompasses five days of innovative and hyper-targeted events, including:
* Inspiring keynote speeches from recognized business leaders
* Riveting panels delivering relevant mission-critical advice
* The flagship RELENTLESS business plan competition
Monday, March 15, 2010
Need Ideas for Your Venture? How About Recycling Soap?
Here is a great example of an entrepreneurial start up that an individual developed. Although this is a stand alone nonprofit, tourism-focused nonprofits could have (or maybe still can) developed this type of program and partnership with local accomodations. Here is some info from a recent article:
Children in earthquake-devastated Haiti may already be washing their hands with Mickey Mouse soap from a Walt Disney World hotel.
The giant Disney resort recently signed on with Clean the World Foundation Inc., a year-old nonprofit group that hopes to improve hygiene in impoverished parts of the world by recycling soap and shampoo from tens of thousands of local and out-of-state hotel rooms.
The nonprofit group collects the used toiletries, which hotels previously tossed in the trash, sanitizes them and then redistributes them to people in need around the world. Read more here.
Look at your organization. What opportunities do you have, or can you create with your partners or supporters? Have your own ideas? Share them here.
Children in earthquake-devastated Haiti may already be washing their hands with Mickey Mouse soap from a Walt Disney World hotel.
The giant Disney resort recently signed on with Clean the World Foundation Inc., a year-old nonprofit group that hopes to improve hygiene in impoverished parts of the world by recycling soap and shampoo from tens of thousands of local and out-of-state hotel rooms.
The nonprofit group collects the used toiletries, which hotels previously tossed in the trash, sanitizes them and then redistributes them to people in need around the world. Read more here.
Look at your organization. What opportunities do you have, or can you create with your partners or supporters? Have your own ideas? Share them here.
Sunday, February 14, 2010
Southern Oregon Historical Society Looks to the Past for a Future
The NY Time reported on this Historical Society's plans to sell some of its historic properties. As the article relates:
They say economic collapse is what froze this place in time, a gold rush relic all but abandoned when the railroad passed it by. Decades later, that chance preservation positioned Jacksonville to benefit from new interest in the past. Boutiques moved to quaint California Street. Californians soon moved to town.
The U.S. Hotel building in Jacksonville, Ore., is one of the 19th-century buildings that a historical society has proposed selling. A high-end housing development, Nunan Square, is a recent addition to the historic town.
History sells, but now Jacksonville may learn that, the hard way.
The Southern Oregon Historical Society, which controls five of the most prominent historic properties in a town that is itself a historic district, has proposed selling some of the sites as a way to prevent the organization’s own economic collapse. After changes in state and county tax policies left it without a clear revenue stream in the 1990s and several short-term measures since then have run their course, the society says it is essentially out of money.
Last September, the society shut down the Jacksonville Museum, housed in a former courthouse from the 1880s. It has also closed the rectory of a local Roman Catholic church, built in the 1860s, and Beekman Bank, which still houses scales used to weigh gold. The rectory and the bank, as well as the U.S. Hotel, built in the 1880s, are among the properties the society said it hoped to sell. Read more here.
This is a trend across the country. Museums and cultural organizations have found themselves in the position of multiple properties with no way to sustain them, let alone maintain them. With facilities literally bleeding these organizations dry, what other alternatives do they have? Have your comments on this article? Share them here.
They say economic collapse is what froze this place in time, a gold rush relic all but abandoned when the railroad passed it by. Decades later, that chance preservation positioned Jacksonville to benefit from new interest in the past. Boutiques moved to quaint California Street. Californians soon moved to town.
The U.S. Hotel building in Jacksonville, Ore., is one of the 19th-century buildings that a historical society has proposed selling. A high-end housing development, Nunan Square, is a recent addition to the historic town.
History sells, but now Jacksonville may learn that, the hard way.
The Southern Oregon Historical Society, which controls five of the most prominent historic properties in a town that is itself a historic district, has proposed selling some of the sites as a way to prevent the organization’s own economic collapse. After changes in state and county tax policies left it without a clear revenue stream in the 1990s and several short-term measures since then have run their course, the society says it is essentially out of money.
Last September, the society shut down the Jacksonville Museum, housed in a former courthouse from the 1880s. It has also closed the rectory of a local Roman Catholic church, built in the 1860s, and Beekman Bank, which still houses scales used to weigh gold. The rectory and the bank, as well as the U.S. Hotel, built in the 1880s, are among the properties the society said it hoped to sell. Read more here.
This is a trend across the country. Museums and cultural organizations have found themselves in the position of multiple properties with no way to sustain them, let alone maintain them. With facilities literally bleeding these organizations dry, what other alternatives do they have? Have your comments on this article? Share them here.
Friday, February 5, 2010
New nonprofit aims to spark growing firms
The Central NY Business Journal reported that a new nonprofit group has launched to encourage the development and growth of more small, innovative companies in upstate New York.
The organization, Upstate Venture Connect, aims to increase connections among mentors, entrepreneurs, and those interested in working for young, growth-oriented firms. Group leaders also want to spark more collaboration among business groups, universities, and economic development organizations.
Upstate New York isn't likely to generate major job growth by attracting large companies that will hire hundreds or thousands of people, says Martin Babinec, founder and chairman of Upstate Venture Connect, which started in January.
"That's yesterday's industrial model," he says. "But it's not reality with the way things currently work."
A better path, Babinec says, is to focus on developing numerous smaller companies. The group will concentrate on firms that can attract private-equity financing since they tend to be those with the best shot at growth. Read more here.
The organization, Upstate Venture Connect, aims to increase connections among mentors, entrepreneurs, and those interested in working for young, growth-oriented firms. Group leaders also want to spark more collaboration among business groups, universities, and economic development organizations.
Upstate New York isn't likely to generate major job growth by attracting large companies that will hire hundreds or thousands of people, says Martin Babinec, founder and chairman of Upstate Venture Connect, which started in January.
"That's yesterday's industrial model," he says. "But it's not reality with the way things currently work."
A better path, Babinec says, is to focus on developing numerous smaller companies. The group will concentrate on firms that can attract private-equity financing since they tend to be those with the best shot at growth. Read more here.
Sunday, January 24, 2010
Museum Offers New Venture Idea
The NY Times reported about one history museum's new approach and plan to engage audiences and increase visitation. Great example of new ways of thinking and an entrepreneurial approach. As the article relates:
When thinking of ways to spend a rainy Saturday afternoon, studying history is not high on the list for most families. Now, in a bid to make history more vivid, alluring and accessible for the Wii generation, an interactive “museum within a museum,” focusing on the lives of young New Yorkers, will open in November 2011 on the lower level of the New-York Historical Society, museum officials said.
The DiMenna Children’s History Museum, as it will be known, is part of the $60 million renovation of the historical society building on Central Park West, Louise Mirrer, the president and chief executive officer of the museum, said this week. The roughly 4,000-square-foot museum has been designed by Lee H. Skolnick Architecture & Design Partnership with a $5 million donation from Joseph A. and Diana DiMenna.
The new museum will focus on the stories of children, from famous figures like Alexander Hamilton, who came to New York as a teenage orphan to attend college, to the boys and girls who hawked newspapers on city streets 100 years ago.
“In schools, history tends to be about figures once they have matured and become important,” Ms. Mirrer said. “But if we want history to become alive for children, what better way to teach them than showing them children from other periods? We want to be on the permanent agenda of children and families in New York.” Read more here.
When thinking of ways to spend a rainy Saturday afternoon, studying history is not high on the list for most families. Now, in a bid to make history more vivid, alluring and accessible for the Wii generation, an interactive “museum within a museum,” focusing on the lives of young New Yorkers, will open in November 2011 on the lower level of the New-York Historical Society, museum officials said.
The DiMenna Children’s History Museum, as it will be known, is part of the $60 million renovation of the historical society building on Central Park West, Louise Mirrer, the president and chief executive officer of the museum, said this week. The roughly 4,000-square-foot museum has been designed by Lee H. Skolnick Architecture & Design Partnership with a $5 million donation from Joseph A. and Diana DiMenna.
The new museum will focus on the stories of children, from famous figures like Alexander Hamilton, who came to New York as a teenage orphan to attend college, to the boys and girls who hawked newspapers on city streets 100 years ago.
“In schools, history tends to be about figures once they have matured and become important,” Ms. Mirrer said. “But if we want history to become alive for children, what better way to teach them than showing them children from other periods? We want to be on the permanent agenda of children and families in New York.” Read more here.
Friday, January 22, 2010
Famous Entrepreneurs Series (FES): Central NY Resouce
The Famous Entrepreneurs Series (FES) is a business membership organization created to fuel the entrepreneurial flame in the Greater Syracuse and Central Upstate New York region. Through FES, admired CEOs and management thought leaders join us to share their successes, failures and bold visions in an effort to create inspired discussions within our local community.
4th Annual Series Continues
with
Vijay Govindarajan,
author of "Ten Rules for Strategic Innovators"
Wednesday, March 24
Onondaga Community College
Storer Auditorium, Ferrante Hall
with
Vijay Govindarajan,
author of "Ten Rules for Strategic Innovators"
Wednesday, March 24
Onondaga Community College
Storer Auditorium, Ferrante Hall
Thursday, January 14, 2010
Inventing as a way of business
Business First of Buffalo reported that ideas lead to inventions and, sometimes, a business. As the article relates:
“But that’s just a starting point on a long journey,” said registered patent attorney Vincent LoTempio of the law firm Kloss, Stenger and LoTempio.
On Jan. 19, from 9 a.m. to 1 p.m., in the Buffalo State College auditorium, LoTempio and other area experts will host entrepreneurs with big ideas and explain what to expect throughout that journey.
The event is called Product Idea Expo, where attendees will get overviews on writing business plans, starting a business and creating prototypes.
Local entrepreneur Richard Conway is scheduled to discuss his experiences in how to bring a product to market.
In 1998, Conway developed the Balance Buddy, a U-shaped handle that attaches to the rear axle of a child’s bicycle.
“It works like a stroller, so parents don’t have to bend down and struggle as they teach their kids to ride a bike.” Conway said.
Patented in 2001, Conway estimates he’s sold more than 100,000. The product can be found at Target, Toys R Us and Amazon.com.
Other sessions include how to avoid the common mistakes inventors make, how to sell a product and what retailers look for in products. “The program is open to anyone who has an idea and wants to market it,” said William Grieshober, business adviser at the Small Business Development Center at Buffalo State.
The event is co-sponsored by the college, New York State Small Business Development Center and the U.S. Small Business Administration. Besides LoTempio and SBA representatives, presentations will be followed by a question-and-answer session. Scheduled to present are SBDC counselors, as well as professionals with experience in customs, advertising and marketing.
For more information or to register, visit www.wnyinvents.com.
“But that’s just a starting point on a long journey,” said registered patent attorney Vincent LoTempio of the law firm Kloss, Stenger and LoTempio.
On Jan. 19, from 9 a.m. to 1 p.m., in the Buffalo State College auditorium, LoTempio and other area experts will host entrepreneurs with big ideas and explain what to expect throughout that journey.
The event is called Product Idea Expo, where attendees will get overviews on writing business plans, starting a business and creating prototypes.
Local entrepreneur Richard Conway is scheduled to discuss his experiences in how to bring a product to market.
In 1998, Conway developed the Balance Buddy, a U-shaped handle that attaches to the rear axle of a child’s bicycle.
“It works like a stroller, so parents don’t have to bend down and struggle as they teach their kids to ride a bike.” Conway said.
Patented in 2001, Conway estimates he’s sold more than 100,000. The product can be found at Target, Toys R Us and Amazon.com.
Other sessions include how to avoid the common mistakes inventors make, how to sell a product and what retailers look for in products. “The program is open to anyone who has an idea and wants to market it,” said William Grieshober, business adviser at the Small Business Development Center at Buffalo State.
The event is co-sponsored by the college, New York State Small Business Development Center and the U.S. Small Business Administration. Besides LoTempio and SBA representatives, presentations will be followed by a question-and-answer session. Scheduled to present are SBDC counselors, as well as professionals with experience in customs, advertising and marketing.
For more information or to register, visit www.wnyinvents.com.
Sunday, January 10, 2010
Entrepreneurship study ranks New York near the bottom
The Albany Business Review reported that New York continues to be among the three least entrepreneur-friendly states, according to a new report by the Small Business & Entrepreneurship Council.
New York ranked No. 48 in 2009, followed by California and New Jersey. The District of Columbia ranked last as a region.
The council’s 14th annual “Small Business Survival Index,” released Tuesday, considers 36 costs to small businesses that are imposed by or reported by the government. Most factors are taxes, including personal income taxes, corporate income taxes, property taxes, unemployment taxes and health insurance taxes.
Also factored in are energy costs and crime rate.
The top five most entrepreneur-friendly states are South Dakota, Nevada, Texas, Wyoming and Washington.
The Oakton, Va.-based Small Business & Entrepreneurship Council is a nonpartisan, nonprofit small-business and entrepreneurship advocacy group.
To read the study, click here.
New York ranked No. 48 in 2009, followed by California and New Jersey. The District of Columbia ranked last as a region.
The council’s 14th annual “Small Business Survival Index,” released Tuesday, considers 36 costs to small businesses that are imposed by or reported by the government. Most factors are taxes, including personal income taxes, corporate income taxes, property taxes, unemployment taxes and health insurance taxes.
Also factored in are energy costs and crime rate.
The top five most entrepreneur-friendly states are South Dakota, Nevada, Texas, Wyoming and Washington.
The Oakton, Va.-based Small Business & Entrepreneurship Council is a nonpartisan, nonprofit small-business and entrepreneurship advocacy group.
To read the study, click here.
Recession Brings Out Entrepreneurial Spirit
The NY Times offered an article about the recent entrepreneurial focus in Detroit. As the article related:
With $6,000 and some Hollywood-style spunk, four friends opened this city’s only independent foreign movie house three months ago in an abandoned school auditorium on an unlighted stretch of the Cass Corridor near downtown.
After the unlikely hoopla of an opening night, red-carpet-style event in an area known for drugs and prostitution, exactly four customers showed up to see a film.
Since then, the Burton Theater has had a few profitable nights. But, the owners say, this adventure in entrepreneurship was never completely about making money. It was also about creating a more livable community.
“Nobody could comprehend why we’d start a theater,” said an investor, Nathan Faustyn, 25. “But when you live in Detroit, you ask, ‘What can I do for the city?’ We needed this. And we had nothing to lose. When you’re at the bottom of the economic ladder, you have nowhere to look but up.”
Despite the recession — and in some cases because of it — small businesses are budding around Detroit in one of the more surprising twists of the downturn. Some new businesses like the Burton are scratching by. Others have already grown beyond the initial scope of their business plans, juggling hundreds of customers and expanding into new sites.
Across from the Burton, for instance, Jennifer Willemsen just celebrated the first anniversary of her shop, Curl Up and Dye, a retro-themed hair salon serving 1,500 clients. Not far away, Torya Blanchard, a former French teacher, recently opened the second location of Good Girls Go to Paris, a creperie. Next door, Greg Lenhoff, also a former teacher, opened a bookstore in August called Leopold’s.
And just down the street from Leopold’s, on Woodward Avenue, Victor Both runs Breezecab, a company he started with a severance package after a layoff from Wayne State University. He uses rickshaws to ferry workers and conventioneers around downtown. “This filled a transportation void,” said Mr. Both, 34, who picked up the pedicab idea while touring Las Vegas before his layoff. “I haven’t made much money, but the experience has been priceless. I had no idea Detroit had so much love.”
It is not an uncommon instinct to start an enterprise in bad times and seize on weakened competition, lower overhead costs and perhaps more free time. Nor is it limited to Detroit. But the trend is particularly striking here, in a city that was suffering long before the rest of the nation fell into recession and where hard times, business closings and abandonment became routine generations ago. Read more here.
With $6,000 and some Hollywood-style spunk, four friends opened this city’s only independent foreign movie house three months ago in an abandoned school auditorium on an unlighted stretch of the Cass Corridor near downtown.
After the unlikely hoopla of an opening night, red-carpet-style event in an area known for drugs and prostitution, exactly four customers showed up to see a film.
Since then, the Burton Theater has had a few profitable nights. But, the owners say, this adventure in entrepreneurship was never completely about making money. It was also about creating a more livable community.
“Nobody could comprehend why we’d start a theater,” said an investor, Nathan Faustyn, 25. “But when you live in Detroit, you ask, ‘What can I do for the city?’ We needed this. And we had nothing to lose. When you’re at the bottom of the economic ladder, you have nowhere to look but up.”
Despite the recession — and in some cases because of it — small businesses are budding around Detroit in one of the more surprising twists of the downturn. Some new businesses like the Burton are scratching by. Others have already grown beyond the initial scope of their business plans, juggling hundreds of customers and expanding into new sites.
Across from the Burton, for instance, Jennifer Willemsen just celebrated the first anniversary of her shop, Curl Up and Dye, a retro-themed hair salon serving 1,500 clients. Not far away, Torya Blanchard, a former French teacher, recently opened the second location of Good Girls Go to Paris, a creperie. Next door, Greg Lenhoff, also a former teacher, opened a bookstore in August called Leopold’s.
And just down the street from Leopold’s, on Woodward Avenue, Victor Both runs Breezecab, a company he started with a severance package after a layoff from Wayne State University. He uses rickshaws to ferry workers and conventioneers around downtown. “This filled a transportation void,” said Mr. Both, 34, who picked up the pedicab idea while touring Las Vegas before his layoff. “I haven’t made much money, but the experience has been priceless. I had no idea Detroit had so much love.”
It is not an uncommon instinct to start an enterprise in bad times and seize on weakened competition, lower overhead costs and perhaps more free time. Nor is it limited to Detroit. But the trend is particularly striking here, in a city that was suffering long before the rest of the nation fell into recession and where hard times, business closings and abandonment became routine generations ago. Read more here.
Wednesday, January 6, 2010
In the Arts, Bigger Buildings May Not Be Better
A recent blog, The Data Stream (offered by the National Association of Artists Organizations), discussed the "Bilbao effect," which resulted in an overexpansion of arts and cultural organizations. As the post relates:
Within months of its opening in 1997, Frank Gehry’s Guggenheim Museum Bilbao had given the language a new term and the world a new way of looking at culture. The “Bilbao effect,” many came to believe, was the answer to what ailed cities everywhere — it was a way to lure tourists and economic development — and a potential boon to cultural institutions.
Municipal governments and arts groups were soon pouring hundreds of millions of dollars into larger, flashier exhibition spaces and performance halls.
Now the economic downturn has reined in a lot of these big dreams and has also led to questions about whether ambitious building projects from Buffalo to Berkeley ever made sense to begin with. Some are arguing that arts administrators and their patrons succumbed to an irrational exuberance that rivaled the stock market’s in the boom years.
Organizations were “blinded by the excitement of what it would be like to have this great new facility,” said D. Carroll Joynes, a senior fellow at the University of Chicago’s Cultural Policy Center.
The recession, he said he believed, is not solely to blame for a recent wave of projects that have been delayed (like additions to the St. Louis Art Museum and the Cincinnati Art Museum); scaled back (like the new building of the Parrish Art Museum in Southampton, N.Y.); put into question (the new Avery Fisher Hall at Lincoln Center and the renovation of the New York Public Library’s main Fifth Avenue branch); or abandoned altogether (the expansion of the Albright-Knox Art Gallery in Buffalo).
In Mr. Joynes’s view, “The recession is exposing the weakness of a lot of institutions that were seriously overstretched” before it began.
“It’s exposing poor management and poor planning,” said Mr. Joynes, who is collaborating on a study of 50 cultural building projects completed from 1994 to 2008 and their planning processes. These were situations, he added, in which “nobody actually asked: ‘Is there a need here? If they build it, will they come?’ ”
Read more here.
Within months of its opening in 1997, Frank Gehry’s Guggenheim Museum Bilbao had given the language a new term and the world a new way of looking at culture. The “Bilbao effect,” many came to believe, was the answer to what ailed cities everywhere — it was a way to lure tourists and economic development — and a potential boon to cultural institutions.
Municipal governments and arts groups were soon pouring hundreds of millions of dollars into larger, flashier exhibition spaces and performance halls.
Now the economic downturn has reined in a lot of these big dreams and has also led to questions about whether ambitious building projects from Buffalo to Berkeley ever made sense to begin with. Some are arguing that arts administrators and their patrons succumbed to an irrational exuberance that rivaled the stock market’s in the boom years.
Organizations were “blinded by the excitement of what it would be like to have this great new facility,” said D. Carroll Joynes, a senior fellow at the University of Chicago’s Cultural Policy Center.
The recession, he said he believed, is not solely to blame for a recent wave of projects that have been delayed (like additions to the St. Louis Art Museum and the Cincinnati Art Museum); scaled back (like the new building of the Parrish Art Museum in Southampton, N.Y.); put into question (the new Avery Fisher Hall at Lincoln Center and the renovation of the New York Public Library’s main Fifth Avenue branch); or abandoned altogether (the expansion of the Albright-Knox Art Gallery in Buffalo).
In Mr. Joynes’s view, “The recession is exposing the weakness of a lot of institutions that were seriously overstretched” before it began.
“It’s exposing poor management and poor planning,” said Mr. Joynes, who is collaborating on a study of 50 cultural building projects completed from 1994 to 2008 and their planning processes. These were situations, he added, in which “nobody actually asked: ‘Is there a need here? If they build it, will they come?’ ”
Read more here.
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