AJ Four Ways: Text Only (by date) | headlines only
DANCE
IDEAS
- Good Morning
This was a week AI stopped being a hypothetical for culture industries and started leaving fingerprints everywhere. The New York Times fired a freelance critic who used AI to write a book review. Hachette pulled a novel for suspected AI authorship — publishing’s first real scandal on this front — and the industry has no idea what to do next. Meanwhile, HarperCollins signed a multi-year deal with an AI animation studio, and Netflix acquired Ben Affleck’s AI production company, which promises to cut below-the-line costs by 20%. The pattern: the same technology being punished at one end of the pipeline is being embraced at the other.
Alongside this, the fights over who controls cultural institutions kept intensifying. The Smithsonian’s board sits with empty seats as the White House stalls appointments. A Tennessee library director was fired for refusing to pull books. And a Moscow court sentenced a German artist to prison — for art made in Germany.
In this week’s AJ Chronicles, a deeper dive into this week’s stories, I write that we need to drill down on what we mean by artistic excellence. Why? Because as we try to figure out how to deal with AI and “creativity” we need to clarify what we’re talking about.
All this week’s stories below, organized by topic.
- AJ Chronicles: The Excellence Problem and Why it Matters
I don’t mean to be pedantic, but I think defining what we mean by excellence really matter if we’re really going to figure out the place of AI in creativity. Four stories this week suggest layers to this debate: - Maribeth Stahl shares why Data, Depth and Discovery are critical to fundraising
Maribeth Stahl, Chief Development Officer of The Cleveland Orchestra, shares why Data, Depth and Discovery are key ingredients for successful fundraising.
- Good Morning
The Smithsonian’s Board of Regents has sat with empty seats for a month, the normal appointment process stalled as the Trump White House pursues control of the institution (The New York Times). In China, a Nanjing museum scandal — national treasures sold quietly into the private market — has prompted a nationwide audit of every state-run museum (ARTnews). And a Moscow court sentenced a German artist in absentia to 8.5 years in prison for carnival displays mocking Putin — created, notably, while the artist was in Germany (AP News). Jurisdiction, apparently, is optional when you’re the Kremlin.
Ticketmaster responded to an FTC requirement for all-in pricing transparency by simply raising other fees to compensate (The Guardian).
And on three hours’ notice, Wallace Shawn and his partner Deborah Eisenberg stepped in — scripts in hand — to perform in Shawn’s own Off-Broadway production after two co-stars fell ill (Playbill). The show goes on.
All of our stories below.
- Chandler Center for the Arts seeks Arts Center Manager
Organization
As part of the City of Chandler’s Cultural Development Department, the Chandler Center for the Arts is a vibrant regional arts destination dedicated to connecting communities and inspiring people through inclusive and enriching visual and performing arts experiences. Serving more than 160,000 patrons annually, CCA presents a diverse array of nationally and internationally recognized performances, including music, theatre, comedy, dance, and family programming, alongside dynamic visual art exhibitions in The Gallery at CCA, a 2,000-square-foot exhibition space that features rotating exhibitions by various artists throughout the year. CCA’s mission is to make the arts accessible to all, acting as a creative resource for the community while harnessing the cultural and economic vitality of the arts for residents, schools, and visitors throughout the region.
Since opening on August 25, 1989, as a shared-use facility serving both the City of Chandler and the Chandler Unified School District, CCA has continued to grow as a hub for artistic excellence. The CCA’s performance venues, the 1,500-seat Main Stage, 350-seat Hal Bogle Theatre, and 250-seat Recital Hall, host a broad and acclaimed 2025–26 season that highlights collaborations with celebrated ensembles and touring artists, world music showcases, contemporary dance engagements, Broadway-style musicals, and community-driven experiences that celebrate local talent and cultural diversity. Recent seasons have featured standout presentations, including internationally renowned performers, cross-disciplinary arts festivals, and expanded family arts initiatives that bring interactive experiences to audiences of all ages. Looking ahead, CCA is also undertaking a major summer 2026 renovation, scheduled from June 15 through October 15, that will enhance accessibility, comfort, and patron experience through replacement of all theatrical seating, new carpet and epoxy flooring, improved floor and chair lighting, and renumbered seats for easier wayfinding, while also addressing critical fire sprinkler, theatrical rigging, and electrical systems to support the facility’s long-term reliability and service to the community.
The nonprofit Chandler Cultural Foundation, established in conjunction with the CCA’s launch, partners closely with CCA to advance programming, fundraising, and audience development, strengthening organizational sustainability and creative impact. Through robust education and outreach efforts, CCA engages schools, youth ensembles, local artists, and creative partners, reinforcing its role as an essential engine for cultural engagement, artistic collaboration, and community connection.
The Chandler Cultural Foundation has a 17-member board of directors led by Chair Julia Marreel. The Arts Center Manager oversees a staff of 15, including a Development & Donor Engagement Manager, Marketing & Communications Coordinator, and Performing Arts Program Manager, among other positions. For the fiscal year ending June 30, 2025, CCA’s audited financial statements reported total revenue of $3.7 million, including 12% from contributions and 88% from earned revenue sources. The projected revenue for the fiscal year ending June 30, 2026, is $3.6 million, including 79% from earned revenue sources and 21% from contributions.
Sources: edited from chandlercenter.org; propublica.org
Community
Situated in the heart of the Sonoran Desert and on the ancestral lands of the Akimel O’odham (Pima) and Pee-Posh (Maricopa) peoples, Chandler, Arizona, is home to approximately 280,000 residents and is part of the greater Phoenix metropolitan area of more than five million people. Located in Maricopa County’s fast-growing East Valley, Chandler is recognized for its strong economy, high quality of life, and commitment to innovation. The city consistently ranks among Arizona’s most desirable communities, offering safe neighborhoods, highly rated schools, expansive parks, and a business-friendly environment anchored by leading technology and advanced manufacturing companies.
Chandler blends suburban livability with a vibrant and increasingly urban downtown core. Its historic downtown district features locally owned restaurants, coffee shops, boutiques, public art, and year-round festivals that foster a strong sense of place and community connection. Residents enjoy abundant recreational opportunities, including more than 60 parks, golf courses, aquatic centers, and an extensive network of walking and biking paths. Proximity to Phoenix Sky Harbor International Airport, professional sports venues, and the natural beauty of Arizona’s mountains and desert landscapes adds to the city’s appeal for families and professionals alike.
Arts and culture play a central role in Chandler’s civic identity. Public art initiatives and a robust calendar of community festivals reflect the city’s investment in creative expression and cultural vitality. Strong partnerships among the City of Chandler, Chandler Unified School District, local businesses, and nonprofit organizations support arts education, youth engagement, and community programming. With its dynamic economy, growing and diverse population, and commitment to cultural development, Chandler offers an exceptional environment for leaders seeking to make a lasting impact in a forward-looking and connected community.
Sources: chandleraz.gov; census.gov
Position Summary
The Arts Center Manager of the Chandler Center for the Arts (CCA) will serve as a bold, community-minded leader who will elevate CCA’s visibility, impact, and momentum, championing its role as a flagship cultural destination for the city of Chandler. The Arts Center Manager will provide strategic, hands-on oversight of finance, administration, public relations, and programming, and will advance long-range planning for the Arts Center Division within the City’s Cultural Development Department. Reporting to the Cultural Development Director, the Arts Center Manager will align people, priorities, and resources, and will ensure high-performing daily operations.
As chief steward of the Chandler Cultural Foundation and CCA’s chief ambassador, the Arts Center Manager will drive revenue growth and audience engagement through integrated budgeting, fundraising, grant development, marketing, and sales strategies. The Arts Center Manager will shape a compelling, multi-year program, spanning presented performances, youth and community engagement, co-promotions, rentals, exhibits, and City events. Serving as a confident, media-ready spokesperson and key liaison to Chandler Unified School District and community stakeholders, the Arts Center Manager will build excitement, deepen relationships, and will position CCA as an essential hub for arts and culture.
Roles and Responsibilities
Operations, Policy Compliance, and People Leadership
- Act as President of the Chandler Cultural Foundation.
- Supervise and oversee daily operations.
- Set goals and objectives for assigned areas.
- Manage schedules and establish work priorities.
- Monitor and evaluate staff performance.
- Facilitate access to resources and training opportunities.
- Provide guidance and address operational and personnel issues.
- Conduct interviews and make hiring decisions.
- Interpret policy to ensure nonprofit practices comply with municipal contracts, processes, and procedures.
- Embrace other operations, policy compliance, and people leadership responsibilities as needed.
Relationship Management
- Build and sustain strong, trust-based relationships across all key stakeholder groups.
- Ensure relationship-building remains central to day-to-day leadership and long-term success in the role.
- Maintain effective working relationships with staff, volunteers, board members, city officials, and community partners.
- Establish credibility with internal and external stakeholders over time.
- Strengthen CCA’s existing relationships while developing new connections and confidence in leadership.
Financial Management and Planning
- Prepare budget projections and reports, and monitor revenue and expenditures.
- Assist with developing and monitoring capital improvement projects and short- and long-term division planning.
- Embrace other financial management and planning responsibilities as needed.
Programming and Presenting
- Guide multi-year program development, including contracting presented performances, youth and engagement programs, co-promotions, City events, rental events, and exhibit schedules.
- Facilitate off-site presenting at partner venues in collaboration with local, regional, and national arts centers.
- Monitor community needs and industry trends through surveys and research.
- Embrace other programming and presenting responsibilities as needed.
Revenue Development, Marketing, and Communications
- Develop and monitor fundraising, grant writing, marketing, public relations, advertising, and sales strategies for the Chandler Center for the Arts.
- Serve as spokesperson for media inquiries and promote activities through public speaking opportunities.
- Embrace other revenue development, marketing, and communications responsibilities as needed.
Traits and Characteristics
The Arts Center Manager will be a collaborative and community-minded leader who thrives in a supportive role, contributing to collective success with humility and a focus on shared outcomes. Guided by a harmonious and balanced approach, they will value diverse perspectives and foster an inclusive environment that reflects the vibrancy of CCA’s communities. They maximize the effective use of time and talent by being resourceful and results-driven. Drawing on strong instincts and professional experience, they will be able to make thoughtful, informed decisions and pursue knowledge as needed to navigate complex challenges. Highly engaging and people-oriented, they will build meaningful relationships across a wide range of stakeholders, while remaining versatile and adaptable in a dynamic environment. With a healthy sense of competitiveness, they will bring confidence, drive, and determination to elevate the CCA’s visibility, impact, and long-term success.
Other key competencies include:
- Leadership and Personal Accountability – The fortitude to organize and influence people to believe in a vision, while creating a sense of purpose and direction, and taking ownership of personal actions.
- Time and Priority Management – The organizational acumen to prioritize and complete tasks to deliver desired outcomes within allotted time frames.
- Planning and Organizing – The ability to establish courses of action to ensure that work is completed effectively.
- Teamwork and Understanding Others – The capability to cooperate to meet objectives while understanding the uniqueness and contributions of others.
- Problem Solving and Decision Making – The ability to define, analyze, and diagnose key components of a problem to formulate solutions and make consistently sound, timely decisions.
Qualifications
A bachelor’s degree in business administration, arts administration, museum studies, social science, public history, or a related field is required, along with at least eight years of progressively responsible experience in theatre management, public/visual arts program management, museum administration and business operations, and/or municipal environments, including a minimum of three years of supervisory experience. The Arts Center Manager will possess strong operational and business acumen, sound judgment, and the ability to lead teams, manage complex priorities, and deliver high-quality public-facing programs and services. Experience working with diverse communities, boards, and staff is preferred. A valid driver’s license with an acceptable driving record is required. An equivalent combination of education, training, and experience that provides the knowledge and abilities necessary to perform the work will also be considered.
Compensation and Benefits
The City of Chandler provides a competitive and equitable compensation package with an estimated base salary in the range of $110,780.80 to $160,596.80. Benefits include three medical plan options offered through the Blue Cross Blue Shield of Arizona network, comprehensive dental coverage through Delta Dental of Arizona, and vision coverage through Vision Service Plan (VSP). The City also offers tax-advantaged accounts including Health Care and Dependent Care Flexible Spending Accounts and a Health Savings Account (available with the White medical plan), provides employer-paid short-term disability coverage, and supports retirement savings through a voluntary 457(b) plan (including a City contribution for eligible employees) and a Post Employment Health Plan (PEHP) with a City contribution of $25 per pay period.
Employees participate in the Arizona State Retirement System (ASRS) when eligible and receive paid leave benefits, including vacation, sick leave, and holidays. In the first year, employees accrue 130 hours of paid vacation and 96 hours of paid sick leave, both available for use immediately following accrual, as well as 12 paid holidays annually, with the potential for additional holiday leave at the end of 2026, subject to approval by the City Manager.
Additional benefits include eight hours of paid time off annually to volunteer in the community, tuition reimbursement (up to $5,250 per calendar year for regular full-time employees), and an Employee Assistance Program (EAP) through SupportLinc, offering confidential support and up to 10 counseling sessions. Employees also have access to a robust Employee Wellness Program with a $350 incentive, professional development opportunities, and free membership to Tumbleweed Recreation Center.
Applications and Inquiries
To apply for the position, please visit https://artsconsulting.com/opensearches/chandler-center-for-the-arts-seeks-arts-center-manager/
Applications will be accepted until May 1, 2026.
This position will start on August 1, 2026.
The City of Chandler is committed to Equal Opportunity and Reasonable Accommodation.
ISSUES
- China Orders Audit Of All Its Museums After Nanjing Scandal
China has ordered a sweeping, nationwide audit of its state-run museums after a scandal at one of its top institutions revealed that national treasures had quietly slipped into the private market, according to Hong Kong newspaper South Morning China Post. – ARTnews
- Who Should Design New York City’s Next Wave Of Iconic Buildings?
New York is missing out on the ideas of designers who could find surprising paths through an obstacle course of conventions, whose experience with the constraints and cultures of other continents might loosen New York’s rigid set of habits. – New York Magazine
- Cyberattackers Strike Uffizi Galleries In Florence
The museums’ management acknowledged an attack earlier this year, but denied any major security breach or theft of data. The statement came after Corriere della Sera reported that hackers had infiltrated the galleries’ network, taken control of the photographic server, and sent a ransom demand to the director’s personal phone. – Reuters (Yahoo!)
- Workers Who Built Monumental Hindu Temple In New Jersey Allege Abuse, Health Damage
The 185-acre Baps Swaminarayan Akshardham, completed in 2023 and known for its intricate carvings in white stone, has for years faced allegations of visa fraud and maltreatment of its construction workers and artisans. Now some of those workers says they’ve developed bronchitis and silicosis, with two having died. – The Guardian
- Trump’s Plans For His Presidential “Library” Pretty Much Says It All
It’s hard to imagine a more finely tuned machine than the Trump Presidential Library, a glass-walled Miami tower whose video renderings were released by the president’s son Eric on Monday night. The project has a balance sheet that would make a developer blush. – The Atlantic
MEDIA
- Clowns March Through Bolivia’s Capital To Protest New School Law
“The (fully-costumed) clowns gathered in front of the Ministry of Education in La Paz to oppose a decree published in February. The new mandate says schools must give 200 days of lessons each year — effectively banning schools from hosting the special events where these entertainers are frequently employed.” – AP
- Documents: Ticketmaster Raised Fees After All-In Pricing Was Forced On It
The Federal Trade Commission last May began requiring Ticketmaster to disclose concert ticket fees upfront – a practice known as all-in pricing. But documents obtained by the Guardian in public records requests show how Ticketmaster simply raised other fees so it wouldn’t lose money. – The Guardian
- Australian Lawmakers Are Trying To Understand What The Arts Need
Last week, the Federal Government’s recently established Parliamentary Inquiry into Arts and Cultural Philanthropy held its first significant hearing. – ArtsHub
- Smithsonian Board Seats Left Vacant Amid Pressure From Trump’s White House
“A month after the terms of two Smithsonian trustees ended, their replacements have yet to be named as the traditional process of filling its governing Board of Regents has slowed in the wake of President Trump’s efforts to gain control of the institution.” – The New York Times
- Denver’s Arts District Is Thriving. Here’s Who Keeps It Running And How.
“As of January, the RiNo Art District has split from the business and infrastructure groups it once operated alongside. Now, three separate entities share responsibility for the area. … Each has its own boss, board, budget and mission. Together, the three groups still shape the district with a shared vision.” – Denverite
MUSIC
- HarperCollins Partners With AI Company For Animation
HarperCollins has announced a multi-year partnership with Toonstar, an “AI-powered” animation studio, to adapt a slate of the publisher’s titles into original YouTube series. – Publishers Weekly
- A Crisis In Writing? Let’s Consider It Historically
For the first 40,000 years of its existence, it was simply an abstract symbolic system to process complex data; only in the last 3,000 years did mankind acquire the strange notion that these sign-systems might correspond to the grunts and gurgles they used for everyday communication. – Unherd
- Norway’s Main Easter Pastime Is Going To A Rural Cabin And Reading Crime Novels
Ever since a publisher’s clever marketing trick in 1923, Norwegians have associated the period around Easter with crime fiction. The phenomenon is called påskekrim (Easter crime) and it’s ubiquitous. And since Norway is usually still cold this time of year, holing up and reading makes sense. – BBC
- When Addiction And The War On Drugs Became Central Elements Of Crime Fiction
“Are they evil or are they sick? While novelists writing in the years of the War on Drugs were asking this question about serial killers, the general public was asking the same question about drug addicts.” – Literary Hub
- Why You Should Break Up With Your Kindle
The Kindle ecosystem is perhaps the apotheosis of this shift. One Guardian reporter found Amazon had recorded every title, highlight and page turn on her Kindle app (40,000 entries over two years). The company’s dominance sets the terms for everyone in the marketplace. – Washington Post
PEOPLE
- Good Morning
This was a week AI stopped being a hypothetical for culture industries and started leaving fingerprints everywhere. The New York Times fired a freelance critic who used AI to write a book review. Hachette pulled a novel for suspected AI authorship — publishing’s first real scandal on this front — and the industry has no idea what to do next. Meanwhile, HarperCollins signed a multi-year deal with an AI animation studio, and Netflix acquired Ben Affleck’s AI production company, which promises to cut below-the-line costs by 20%. The pattern: the same technology being punished at one end of the pipeline is being embraced at the other.
Alongside this, the fights over who controls cultural institutions kept intensifying. The Smithsonian’s board sits with empty seats as the White House stalls appointments. A Tennessee library director was fired for refusing to pull books. And a Moscow court sentenced a German artist to prison — for art made in Germany.
In this week’s AJ Chronicles, a deeper dive into this week’s stories, I write that we need to drill down on what we mean by artistic excellence. Why? Because as we try to figure out how to deal with AI and “creativity” we need to clarify what we’re talking about.
All this week’s stories below, organized by topic.
- AJ Chronicles: The Excellence Problem and Why it MattersI don’t mean to be pedantic, but I think defining what we mean by excellence really matter if we’re really going to figure out the place of AI in creativity. Four stories this week suggest layers to this debate:
- Maribeth Stahl shares why Data, Depth and Discovery are critical to fundraising
Maribeth Stahl, Chief Development Officer of The Cleveland Orchestra, shares why Data, Depth and Discovery are key ingredients for successful fundraising.
- Good Morning
The Smithsonian’s Board of Regents has sat with empty seats for a month, the normal appointment process stalled as the Trump White House pursues control of the institution (The New York Times). In China, a Nanjing museum scandal — national treasures sold quietly into the private market — has prompted a nationwide audit of every state-run museum (ARTnews). And a Moscow court sentenced a German artist in absentia to 8.5 years in prison for carnival displays mocking Putin — created, notably, while the artist was in Germany (AP News). Jurisdiction, apparently, is optional when you’re the Kremlin.
Ticketmaster responded to an FTC requirement for all-in pricing transparency by simply raising other fees to compensate (The Guardian).
And on three hours’ notice, Wallace Shawn and his partner Deborah Eisenberg stepped in — scripts in hand — to perform in Shawn’s own Off-Broadway production after two co-stars fell ill (Playbill). The show goes on.
All of our stories below.
- Chandler Center for the Arts seeks Arts Center Manager
Organization
As part of the City of Chandler’s Cultural Development Department, the Chandler Center for the Arts is a vibrant regional arts destination dedicated to connecting communities and inspiring people through inclusive and enriching visual and performing arts experiences. Serving more than 160,000 patrons annually, CCA presents a diverse array of nationally and internationally recognized performances, including music, theatre, comedy, dance, and family programming, alongside dynamic visual art exhibitions in The Gallery at CCA, a 2,000-square-foot exhibition space that features rotating exhibitions by various artists throughout the year. CCA’s mission is to make the arts accessible to all, acting as a creative resource for the community while harnessing the cultural and economic vitality of the arts for residents, schools, and visitors throughout the region.
Since opening on August 25, 1989, as a shared-use facility serving both the City of Chandler and the Chandler Unified School District, CCA has continued to grow as a hub for artistic excellence. The CCA’s performance venues, the 1,500-seat Main Stage, 350-seat Hal Bogle Theatre, and 250-seat Recital Hall, host a broad and acclaimed 2025–26 season that highlights collaborations with celebrated ensembles and touring artists, world music showcases, contemporary dance engagements, Broadway-style musicals, and community-driven experiences that celebrate local talent and cultural diversity. Recent seasons have featured standout presentations, including internationally renowned performers, cross-disciplinary arts festivals, and expanded family arts initiatives that bring interactive experiences to audiences of all ages. Looking ahead, CCA is also undertaking a major summer 2026 renovation, scheduled from June 15 through October 15, that will enhance accessibility, comfort, and patron experience through replacement of all theatrical seating, new carpet and epoxy flooring, improved floor and chair lighting, and renumbered seats for easier wayfinding, while also addressing critical fire sprinkler, theatrical rigging, and electrical systems to support the facility’s long-term reliability and service to the community.
The nonprofit Chandler Cultural Foundation, established in conjunction with the CCA’s launch, partners closely with CCA to advance programming, fundraising, and audience development, strengthening organizational sustainability and creative impact. Through robust education and outreach efforts, CCA engages schools, youth ensembles, local artists, and creative partners, reinforcing its role as an essential engine for cultural engagement, artistic collaboration, and community connection.
The Chandler Cultural Foundation has a 17-member board of directors led by Chair Julia Marreel. The Arts Center Manager oversees a staff of 15, including a Development & Donor Engagement Manager, Marketing & Communications Coordinator, and Performing Arts Program Manager, among other positions. For the fiscal year ending June 30, 2025, CCA’s audited financial statements reported total revenue of $3.7 million, including 12% from contributions and 88% from earned revenue sources. The projected revenue for the fiscal year ending June 30, 2026, is $3.6 million, including 79% from earned revenue sources and 21% from contributions.
Sources: edited from chandlercenter.org; propublica.org
Community
Situated in the heart of the Sonoran Desert and on the ancestral lands of the Akimel O’odham (Pima) and Pee-Posh (Maricopa) peoples, Chandler, Arizona, is home to approximately 280,000 residents and is part of the greater Phoenix metropolitan area of more than five million people. Located in Maricopa County’s fast-growing East Valley, Chandler is recognized for its strong economy, high quality of life, and commitment to innovation. The city consistently ranks among Arizona’s most desirable communities, offering safe neighborhoods, highly rated schools, expansive parks, and a business-friendly environment anchored by leading technology and advanced manufacturing companies.
Chandler blends suburban livability with a vibrant and increasingly urban downtown core. Its historic downtown district features locally owned restaurants, coffee shops, boutiques, public art, and year-round festivals that foster a strong sense of place and community connection. Residents enjoy abundant recreational opportunities, including more than 60 parks, golf courses, aquatic centers, and an extensive network of walking and biking paths. Proximity to Phoenix Sky Harbor International Airport, professional sports venues, and the natural beauty of Arizona’s mountains and desert landscapes adds to the city’s appeal for families and professionals alike.
Arts and culture play a central role in Chandler’s civic identity. Public art initiatives and a robust calendar of community festivals reflect the city’s investment in creative expression and cultural vitality. Strong partnerships among the City of Chandler, Chandler Unified School District, local businesses, and nonprofit organizations support arts education, youth engagement, and community programming. With its dynamic economy, growing and diverse population, and commitment to cultural development, Chandler offers an exceptional environment for leaders seeking to make a lasting impact in a forward-looking and connected community.
Sources: chandleraz.gov; census.gov
Position Summary
The Arts Center Manager of the Chandler Center for the Arts (CCA) will serve as a bold, community-minded leader who will elevate CCA’s visibility, impact, and momentum, championing its role as a flagship cultural destination for the city of Chandler. The Arts Center Manager will provide strategic, hands-on oversight of finance, administration, public relations, and programming, and will advance long-range planning for the Arts Center Division within the City’s Cultural Development Department. Reporting to the Cultural Development Director, the Arts Center Manager will align people, priorities, and resources, and will ensure high-performing daily operations.
As chief steward of the Chandler Cultural Foundation and CCA’s chief ambassador, the Arts Center Manager will drive revenue growth and audience engagement through integrated budgeting, fundraising, grant development, marketing, and sales strategies. The Arts Center Manager will shape a compelling, multi-year program, spanning presented performances, youth and community engagement, co-promotions, rentals, exhibits, and City events. Serving as a confident, media-ready spokesperson and key liaison to Chandler Unified School District and community stakeholders, the Arts Center Manager will build excitement, deepen relationships, and will position CCA as an essential hub for arts and culture.
Roles and Responsibilities
Operations, Policy Compliance, and People Leadership
- Act as President of the Chandler Cultural Foundation.
- Supervise and oversee daily operations.
- Set goals and objectives for assigned areas.
- Manage schedules and establish work priorities.
- Monitor and evaluate staff performance.
- Facilitate access to resources and training opportunities.
- Provide guidance and address operational and personnel issues.
- Conduct interviews and make hiring decisions.
- Interpret policy to ensure nonprofit practices comply with municipal contracts, processes, and procedures.
- Embrace other operations, policy compliance, and people leadership responsibilities as needed.
Relationship Management
- Build and sustain strong, trust-based relationships across all key stakeholder groups.
- Ensure relationship-building remains central to day-to-day leadership and long-term success in the role.
- Maintain effective working relationships with staff, volunteers, board members, city officials, and community partners.
- Establish credibility with internal and external stakeholders over time.
- Strengthen CCA’s existing relationships while developing new connections and confidence in leadership.
Financial Management and Planning
- Prepare budget projections and reports, and monitor revenue and expenditures.
- Assist with developing and monitoring capital improvement projects and short- and long-term division planning.
- Embrace other financial management and planning responsibilities as needed.
Programming and Presenting
- Guide multi-year program development, including contracting presented performances, youth and engagement programs, co-promotions, City events, rental events, and exhibit schedules.
- Facilitate off-site presenting at partner venues in collaboration with local, regional, and national arts centers.
- Monitor community needs and industry trends through surveys and research.
- Embrace other programming and presenting responsibilities as needed.
Revenue Development, Marketing, and Communications
- Develop and monitor fundraising, grant writing, marketing, public relations, advertising, and sales strategies for the Chandler Center for the Arts.
- Serve as spokesperson for media inquiries and promote activities through public speaking opportunities.
- Embrace other revenue development, marketing, and communications responsibilities as needed.
Traits and Characteristics
The Arts Center Manager will be a collaborative and community-minded leader who thrives in a supportive role, contributing to collective success with humility and a focus on shared outcomes. Guided by a harmonious and balanced approach, they will value diverse perspectives and foster an inclusive environment that reflects the vibrancy of CCA’s communities. They maximize the effective use of time and talent by being resourceful and results-driven. Drawing on strong instincts and professional experience, they will be able to make thoughtful, informed decisions and pursue knowledge as needed to navigate complex challenges. Highly engaging and people-oriented, they will build meaningful relationships across a wide range of stakeholders, while remaining versatile and adaptable in a dynamic environment. With a healthy sense of competitiveness, they will bring confidence, drive, and determination to elevate the CCA’s visibility, impact, and long-term success.
Other key competencies include:
- Leadership and Personal Accountability – The fortitude to organize and influence people to believe in a vision, while creating a sense of purpose and direction, and taking ownership of personal actions.
- Time and Priority Management – The organizational acumen to prioritize and complete tasks to deliver desired outcomes within allotted time frames.
- Planning and Organizing – The ability to establish courses of action to ensure that work is completed effectively.
- Teamwork and Understanding Others – The capability to cooperate to meet objectives while understanding the uniqueness and contributions of others.
- Problem Solving and Decision Making – The ability to define, analyze, and diagnose key components of a problem to formulate solutions and make consistently sound, timely decisions.
Qualifications
A bachelor’s degree in business administration, arts administration, museum studies, social science, public history, or a related field is required, along with at least eight years of progressively responsible experience in theatre management, public/visual arts program management, museum administration and business operations, and/or municipal environments, including a minimum of three years of supervisory experience. The Arts Center Manager will possess strong operational and business acumen, sound judgment, and the ability to lead teams, manage complex priorities, and deliver high-quality public-facing programs and services. Experience working with diverse communities, boards, and staff is preferred. A valid driver’s license with an acceptable driving record is required. An equivalent combination of education, training, and experience that provides the knowledge and abilities necessary to perform the work will also be considered.
Compensation and Benefits
The City of Chandler provides a competitive and equitable compensation package with an estimated base salary in the range of $110,780.80 to $160,596.80. Benefits include three medical plan options offered through the Blue Cross Blue Shield of Arizona network, comprehensive dental coverage through Delta Dental of Arizona, and vision coverage through Vision Service Plan (VSP). The City also offers tax-advantaged accounts including Health Care and Dependent Care Flexible Spending Accounts and a Health Savings Account (available with the White medical plan), provides employer-paid short-term disability coverage, and supports retirement savings through a voluntary 457(b) plan (including a City contribution for eligible employees) and a Post Employment Health Plan (PEHP) with a City contribution of $25 per pay period.
Employees participate in the Arizona State Retirement System (ASRS) when eligible and receive paid leave benefits, including vacation, sick leave, and holidays. In the first year, employees accrue 130 hours of paid vacation and 96 hours of paid sick leave, both available for use immediately following accrual, as well as 12 paid holidays annually, with the potential for additional holiday leave at the end of 2026, subject to approval by the City Manager.
Additional benefits include eight hours of paid time off annually to volunteer in the community, tuition reimbursement (up to $5,250 per calendar year for regular full-time employees), and an Employee Assistance Program (EAP) through SupportLinc, offering confidential support and up to 10 counseling sessions. Employees also have access to a robust Employee Wellness Program with a $350 incentive, professional development opportunities, and free membership to Tumbleweed Recreation Center.
Applications and Inquiries
To apply for the position, please visit https://artsconsulting.com/opensearches/chandler-center-for-the-arts-seeks-arts-center-manager/
Applications will be accepted until May 1, 2026.
This position will start on August 1, 2026.
The City of Chandler is committed to Equal Opportunity and Reasonable Accommodation.
PEOPLE
- Good Morning
This was a week AI stopped being a hypothetical for culture industries and started leaving fingerprints everywhere. The New York Times fired a freelance critic who used AI to write a book review. Hachette pulled a novel for suspected AI authorship — publishing’s first real scandal on this front — and the industry has no idea what to do next. Meanwhile, HarperCollins signed a multi-year deal with an AI animation studio, and Netflix acquired Ben Affleck’s AI production company, which promises to cut below-the-line costs by 20%. The pattern: the same technology being punished at one end of the pipeline is being embraced at the other.
Alongside this, the fights over who controls cultural institutions kept intensifying. The Smithsonian’s board sits with empty seats as the White House stalls appointments. A Tennessee library director was fired for refusing to pull books. And a Moscow court sentenced a German artist to prison — for art made in Germany.
In this week’s AJ Chronicles, a deeper dive into this week’s stories, I write that we need to drill down on what we mean by artistic excellence. Why? Because as we try to figure out how to deal with AI and “creativity” we need to clarify what we’re talking about.
All this week’s stories below, organized by topic.
- AJ Chronicles: The Excellence Problem and Why it MattersI don’t mean to be pedantic, but I think defining what we mean by excellence really matter if we’re really going to figure out the place of AI in creativity. Four stories this week suggest layers to this debate:
- Maribeth Stahl shares why Data, Depth and Discovery are critical to fundraising
Maribeth Stahl, Chief Development Officer of The Cleveland Orchestra, shares why Data, Depth and Discovery are key ingredients for successful fundraising.
- Good Morning
The Smithsonian’s Board of Regents has sat with empty seats for a month, the normal appointment process stalled as the Trump White House pursues control of the institution (The New York Times). In China, a Nanjing museum scandal — national treasures sold quietly into the private market — has prompted a nationwide audit of every state-run museum (ARTnews). And a Moscow court sentenced a German artist in absentia to 8.5 years in prison for carnival displays mocking Putin — created, notably, while the artist was in Germany (AP News). Jurisdiction, apparently, is optional when you’re the Kremlin.
Ticketmaster responded to an FTC requirement for all-in pricing transparency by simply raising other fees to compensate (The Guardian).
And on three hours’ notice, Wallace Shawn and his partner Deborah Eisenberg stepped in — scripts in hand — to perform in Shawn’s own Off-Broadway production after two co-stars fell ill (Playbill). The show goes on.
All of our stories below.
- Chandler Center for the Arts seeks Arts Center Manager
Organization
As part of the City of Chandler’s Cultural Development Department, the Chandler Center for the Arts is a vibrant regional arts destination dedicated to connecting communities and inspiring people through inclusive and enriching visual and performing arts experiences. Serving more than 160,000 patrons annually, CCA presents a diverse array of nationally and internationally recognized performances, including music, theatre, comedy, dance, and family programming, alongside dynamic visual art exhibitions in The Gallery at CCA, a 2,000-square-foot exhibition space that features rotating exhibitions by various artists throughout the year. CCA’s mission is to make the arts accessible to all, acting as a creative resource for the community while harnessing the cultural and economic vitality of the arts for residents, schools, and visitors throughout the region.
Since opening on August 25, 1989, as a shared-use facility serving both the City of Chandler and the Chandler Unified School District, CCA has continued to grow as a hub for artistic excellence. The CCA’s performance venues, the 1,500-seat Main Stage, 350-seat Hal Bogle Theatre, and 250-seat Recital Hall, host a broad and acclaimed 2025–26 season that highlights collaborations with celebrated ensembles and touring artists, world music showcases, contemporary dance engagements, Broadway-style musicals, and community-driven experiences that celebrate local talent and cultural diversity. Recent seasons have featured standout presentations, including internationally renowned performers, cross-disciplinary arts festivals, and expanded family arts initiatives that bring interactive experiences to audiences of all ages. Looking ahead, CCA is also undertaking a major summer 2026 renovation, scheduled from June 15 through October 15, that will enhance accessibility, comfort, and patron experience through replacement of all theatrical seating, new carpet and epoxy flooring, improved floor and chair lighting, and renumbered seats for easier wayfinding, while also addressing critical fire sprinkler, theatrical rigging, and electrical systems to support the facility’s long-term reliability and service to the community.
The nonprofit Chandler Cultural Foundation, established in conjunction with the CCA’s launch, partners closely with CCA to advance programming, fundraising, and audience development, strengthening organizational sustainability and creative impact. Through robust education and outreach efforts, CCA engages schools, youth ensembles, local artists, and creative partners, reinforcing its role as an essential engine for cultural engagement, artistic collaboration, and community connection.
The Chandler Cultural Foundation has a 17-member board of directors led by Chair Julia Marreel. The Arts Center Manager oversees a staff of 15, including a Development & Donor Engagement Manager, Marketing & Communications Coordinator, and Performing Arts Program Manager, among other positions. For the fiscal year ending June 30, 2025, CCA’s audited financial statements reported total revenue of $3.7 million, including 12% from contributions and 88% from earned revenue sources. The projected revenue for the fiscal year ending June 30, 2026, is $3.6 million, including 79% from earned revenue sources and 21% from contributions.
Sources: edited from chandlercenter.org; propublica.org
Community
Situated in the heart of the Sonoran Desert and on the ancestral lands of the Akimel O’odham (Pima) and Pee-Posh (Maricopa) peoples, Chandler, Arizona, is home to approximately 280,000 residents and is part of the greater Phoenix metropolitan area of more than five million people. Located in Maricopa County’s fast-growing East Valley, Chandler is recognized for its strong economy, high quality of life, and commitment to innovation. The city consistently ranks among Arizona’s most desirable communities, offering safe neighborhoods, highly rated schools, expansive parks, and a business-friendly environment anchored by leading technology and advanced manufacturing companies.
Chandler blends suburban livability with a vibrant and increasingly urban downtown core. Its historic downtown district features locally owned restaurants, coffee shops, boutiques, public art, and year-round festivals that foster a strong sense of place and community connection. Residents enjoy abundant recreational opportunities, including more than 60 parks, golf courses, aquatic centers, and an extensive network of walking and biking paths. Proximity to Phoenix Sky Harbor International Airport, professional sports venues, and the natural beauty of Arizona’s mountains and desert landscapes adds to the city’s appeal for families and professionals alike.
Arts and culture play a central role in Chandler’s civic identity. Public art initiatives and a robust calendar of community festivals reflect the city’s investment in creative expression and cultural vitality. Strong partnerships among the City of Chandler, Chandler Unified School District, local businesses, and nonprofit organizations support arts education, youth engagement, and community programming. With its dynamic economy, growing and diverse population, and commitment to cultural development, Chandler offers an exceptional environment for leaders seeking to make a lasting impact in a forward-looking and connected community.
Sources: chandleraz.gov; census.gov
Position Summary
The Arts Center Manager of the Chandler Center for the Arts (CCA) will serve as a bold, community-minded leader who will elevate CCA’s visibility, impact, and momentum, championing its role as a flagship cultural destination for the city of Chandler. The Arts Center Manager will provide strategic, hands-on oversight of finance, administration, public relations, and programming, and will advance long-range planning for the Arts Center Division within the City’s Cultural Development Department. Reporting to the Cultural Development Director, the Arts Center Manager will align people, priorities, and resources, and will ensure high-performing daily operations.
As chief steward of the Chandler Cultural Foundation and CCA’s chief ambassador, the Arts Center Manager will drive revenue growth and audience engagement through integrated budgeting, fundraising, grant development, marketing, and sales strategies. The Arts Center Manager will shape a compelling, multi-year program, spanning presented performances, youth and community engagement, co-promotions, rentals, exhibits, and City events. Serving as a confident, media-ready spokesperson and key liaison to Chandler Unified School District and community stakeholders, the Arts Center Manager will build excitement, deepen relationships, and will position CCA as an essential hub for arts and culture.
Roles and Responsibilities
Operations, Policy Compliance, and People Leadership
- Act as President of the Chandler Cultural Foundation.
- Supervise and oversee daily operations.
- Set goals and objectives for assigned areas.
- Manage schedules and establish work priorities.
- Monitor and evaluate staff performance.
- Facilitate access to resources and training opportunities.
- Provide guidance and address operational and personnel issues.
- Conduct interviews and make hiring decisions.
- Interpret policy to ensure nonprofit practices comply with municipal contracts, processes, and procedures.
- Embrace other operations, policy compliance, and people leadership responsibilities as needed.
Relationship Management
- Build and sustain strong, trust-based relationships across all key stakeholder groups.
- Ensure relationship-building remains central to day-to-day leadership and long-term success in the role.
- Maintain effective working relationships with staff, volunteers, board members, city officials, and community partners.
- Establish credibility with internal and external stakeholders over time.
- Strengthen CCA’s existing relationships while developing new connections and confidence in leadership.
Financial Management and Planning
- Prepare budget projections and reports, and monitor revenue and expenditures.
- Assist with developing and monitoring capital improvement projects and short- and long-term division planning.
- Embrace other financial management and planning responsibilities as needed.
Programming and Presenting
- Guide multi-year program development, including contracting presented performances, youth and engagement programs, co-promotions, City events, rental events, and exhibit schedules.
- Facilitate off-site presenting at partner venues in collaboration with local, regional, and national arts centers.
- Monitor community needs and industry trends through surveys and research.
- Embrace other programming and presenting responsibilities as needed.
Revenue Development, Marketing, and Communications
- Develop and monitor fundraising, grant writing, marketing, public relations, advertising, and sales strategies for the Chandler Center for the Arts.
- Serve as spokesperson for media inquiries and promote activities through public speaking opportunities.
- Embrace other revenue development, marketing, and communications responsibilities as needed.
Traits and Characteristics
The Arts Center Manager will be a collaborative and community-minded leader who thrives in a supportive role, contributing to collective success with humility and a focus on shared outcomes. Guided by a harmonious and balanced approach, they will value diverse perspectives and foster an inclusive environment that reflects the vibrancy of CCA’s communities. They maximize the effective use of time and talent by being resourceful and results-driven. Drawing on strong instincts and professional experience, they will be able to make thoughtful, informed decisions and pursue knowledge as needed to navigate complex challenges. Highly engaging and people-oriented, they will build meaningful relationships across a wide range of stakeholders, while remaining versatile and adaptable in a dynamic environment. With a healthy sense of competitiveness, they will bring confidence, drive, and determination to elevate the CCA’s visibility, impact, and long-term success.
Other key competencies include:
- Leadership and Personal Accountability – The fortitude to organize and influence people to believe in a vision, while creating a sense of purpose and direction, and taking ownership of personal actions.
- Time and Priority Management – The organizational acumen to prioritize and complete tasks to deliver desired outcomes within allotted time frames.
- Planning and Organizing – The ability to establish courses of action to ensure that work is completed effectively.
- Teamwork and Understanding Others – The capability to cooperate to meet objectives while understanding the uniqueness and contributions of others.
- Problem Solving and Decision Making – The ability to define, analyze, and diagnose key components of a problem to formulate solutions and make consistently sound, timely decisions.
Qualifications
A bachelor’s degree in business administration, arts administration, museum studies, social science, public history, or a related field is required, along with at least eight years of progressively responsible experience in theatre management, public/visual arts program management, museum administration and business operations, and/or municipal environments, including a minimum of three years of supervisory experience. The Arts Center Manager will possess strong operational and business acumen, sound judgment, and the ability to lead teams, manage complex priorities, and deliver high-quality public-facing programs and services. Experience working with diverse communities, boards, and staff is preferred. A valid driver’s license with an acceptable driving record is required. An equivalent combination of education, training, and experience that provides the knowledge and abilities necessary to perform the work will also be considered.
Compensation and Benefits
The City of Chandler provides a competitive and equitable compensation package with an estimated base salary in the range of $110,780.80 to $160,596.80. Benefits include three medical plan options offered through the Blue Cross Blue Shield of Arizona network, comprehensive dental coverage through Delta Dental of Arizona, and vision coverage through Vision Service Plan (VSP). The City also offers tax-advantaged accounts including Health Care and Dependent Care Flexible Spending Accounts and a Health Savings Account (available with the White medical plan), provides employer-paid short-term disability coverage, and supports retirement savings through a voluntary 457(b) plan (including a City contribution for eligible employees) and a Post Employment Health Plan (PEHP) with a City contribution of $25 per pay period.
Employees participate in the Arizona State Retirement System (ASRS) when eligible and receive paid leave benefits, including vacation, sick leave, and holidays. In the first year, employees accrue 130 hours of paid vacation and 96 hours of paid sick leave, both available for use immediately following accrual, as well as 12 paid holidays annually, with the potential for additional holiday leave at the end of 2026, subject to approval by the City Manager.
Additional benefits include eight hours of paid time off annually to volunteer in the community, tuition reimbursement (up to $5,250 per calendar year for regular full-time employees), and an Employee Assistance Program (EAP) through SupportLinc, offering confidential support and up to 10 counseling sessions. Employees also have access to a robust Employee Wellness Program with a $350 incentive, professional development opportunities, and free membership to Tumbleweed Recreation Center.
Applications and Inquiries
To apply for the position, please visit https://artsconsulting.com/opensearches/chandler-center-for-the-arts-seeks-arts-center-manager/
Applications will be accepted until May 1, 2026.
This position will start on August 1, 2026.
The City of Chandler is committed to Equal Opportunity and Reasonable Accommodation.
THEATRE
VISUAL
- What Age-Verification Laws Are Really About: Centralized Control And Censorship
The letter characterizes this tech, also known as “age assurance,” as a tactic for the “centralization of power.” The letter notes, “Those deciding which age-based controls need to exist, and those enforcing them gain a tremendous influence on what content is accessible to whom on the internet.” – The Baffler
- Study: UK Teachers Report Decline In Student Cognitive Skills Because Of AI
Two-thirds said they had observed the decline among children who they also said no longer felt the need to spell because of voice-to-text technology. – The Guardian
- A Short History Of Pedantry
The academic humanities today broadly maintain the same basic sense of what history is and of the value of studying it that Renaissance humanists developed in their polemics against medieval scholasticism. – Hedgehog Review
- How To Build A Diagnostic Brain
Some research suggests that many, if not most, diagnostic errors arise from failures in thinking—cognitive bias, premature closure, insufficient reflection. Accordingly, some researchers frame diagnostic error as largely a problem in clinical judgment. – The Atlantic
- Artists Cast Themselves As Humanity’s Last Stand
A flamenco guitarist and juggler explain why they’re the antidote to our tech-flattened souls. Because apparently what civilization really needs is more passionate strumming and flying objects to remember we’re human. – Aeon
