When I was in Tokyo I was taken to see a new arts center. It was an old remodeled middle school, with many galleries, studios and offices not far from Akihabara. Visually very well done. I met the paid organizer but it was not a business consulting visit.
Since I played a role in the
design and business issues of a major center for the arts in 1978 on
Federal property at Fort Mason, I am reminded of some of the lessons.
First, such a center needs an internal traffic flow for both the visitors and resident projects that includes many places for leisure, conversation and food. (That is what led me to organize Greens restaurant).
Second there must be a strong and severe
mechanism for throwing out arts groups, artists and other occupants when
they become boring, static, stultifying and certainly when they are
disruptive. Any group of humans will rally around the one being kicked
out. But stasis will kill any arts or dynamic business entity.
The
best approach is carried out by a very small group that makes the
decisions and proceeds the same way a personnel firing is carried out.
At least three public warnings to shape up, in writing. A final
hearing and then a prompt move to get the departing party out the door.
Otherwise
the whole venture goes down hill and the attractive parties leave
before the whole place dies anyway.