Creative Arts (CCA)

CCA 101. The Entrepreneurial Artist. (2-3)

This course is an orientation to the resources, personnel, policies, curriculum, and student organizations in the arts at Miami as well as related resources across campus. Students will also gain an understanding of how to navigate the ever-changing landscape of the arts by starting to develop an entrepreneurial mindset and skills that prepare them for a career in the arts or as a supporter of the arts. Open to any major.

CCA 111. Creativity & Design Thinking. (3)

This course is intended to enhance creativity, innovation, and design thinking skills of students transferrable to disciplines beyond this course. We will explore how the Design Thinking process influences the evolution of a user-centered design problem and explore the interrelationship of creativity, design, and innovation in problem solving. Learning the roles and processes of innovation and design thinking will be central to this exploration. Team work, problem-solving and leadership skills will also be addressed, and students will both self-author and collaboratively author original concepts. IIA. PA-3A, SI-04.

CCA 177. Independent Studies. (0-6; maximum 10)

CCA 182. Experiencing the Arts. (1-2; maximum 6)

Introduction to the breadth and depth of the creative arts. Students will experience the variety of creative arts on campus, reflecting on how they impact us as individuals and the life of the campus. Attendance at arts events required.

CCA 190. CCA Special Topics. (2-3; maximum 10)

Topics course exploring the visual and performing arts and other creative industries.

CCA 200. Arts Management Practicum. (1; maximum 3)

The studio is an opportunity for practical work experience in the field of arts management. Under the supervision of a faculty member, students complete experiential on-campus arts management projects in order to understand the role of arts managers in different contexts.
Prerequisite: CCA 201 or permission of instructor.

CCA 201. Introduction to Arts Management. (3)

Introductory seminar to the field of arts management as a profession. The successful arts manager applies business principles in an arts context utilizing field specific skills in creating programming, stimulating public access, generating income, managing boards, and sustaining the mission and vision of the enterprise.

CCA 202. Introduction to Music Business. (3)

This class will introduce students to the exciting landscape of the commercial music business. Students will gain an understanding of the functional areas of the music industry including music publishers, record labels, performing rights organizations, artists management, touring management, and recording industry operations. Students will explore basics in copyright law as it pertains to composers, songwriters, artists, and musicians and gain insights into the digital environment and technological advances in the recording industry.

CCA 218. Arts Thinking, Arts Writing. (3)

How do the arts tell stories? How do they shape the world around us? How do we interpret these stories and put them in our own words? In this course you will learn different ways of analyzing the arts, practice interpretation, refine your ideas, and write across genres for various audiences. By engaging in thinking and writing about the arts, you will develop transferable skills that can be applied to any professional goals. ADVW. PA-1C, SI-04.

CCA 220. Arts Management & Arts Entrepreneurship Studio 1. (2)

In this course, students will gain practical experience by self-defining arts management & arts entrepreneurship projects. Students will begin to develop their arts management & arts entrepreneurship portfolio. Additionally, students will consider the current context in operating a creative enterprise. An emphasis will be on developing creative thinking, critical thinking, collaboration, and communication skills with the arts management & arts entrepreneurship project and portfolio.
Prerequisite or Co-requisite: CCA 201 or permission of the Director of Arts Management & Entrepreneurship.

CCA 222. Museums and Collections: Beyond the Curio Cabinet. (3)

This course explores the evolution of public and private museums, providing a historical perspective on the global significance of object-based collections and institutions and how they have contributed to a deeper understanding of cultural practices. Students explore the societal value and meaning of collections to gain insights into collective memory and the shared human experience.

CCA 232. Museums Today: Content, Practices and Audiences. (3)

This course examines the ethical and professional framework of contemporary administrative practices, collections management, exhibitions development, and the creation of educational programs and outreach. Attention will be given to how museums and related institutions provide a forum for personal and collective dialogue through diverse methods of interpretation and presentation of historical, cultural, aesthetic, scientific and natural history materials.

CCA 233. Creating With Artificial Intelligence: Shaping the Future. (3)

A hands-on approach that explores Generative AI tools and the implications of their use in immediate and long-term scopes. Learners will use current Generative AI tools to develop skills and responsible use habits through actively creating images, stories, source code, professional materials, and life hacks. Through project work, learners will integrate Causal Layered Analysis and human-centered design processes with generative AI to develop foresight abilities for ideal futures when addressing Wicked Problems impacting local and global communities.

CCA 277. Independent Studies. (0-6; maximum 10)

CCA 302. Arts Marketing & Engagement. (3)

Effective marketing and connecting audiences through arts engagement are essential in developing sustainable arts enterprises. This course introduces students to the fundamentals of marketing the arts and the methods arts managers utilize to engage and develop the audience.
Prerequisite: CCA 201 or permission of the Director of Arts Management & Entrepreneurship.

CCA 304. Financial Management & Development in the Arts. (3)

Understanding and applying sound financial management tools are fundamental in creating and maintaining sustainable arts enterprises. This course focuses on understanding the financial challenges faced by the arts and the necessary tools to plan, control, interpret, and communicate the financial position of an arts enterprise. The course also examines the crucial role of development in the financial management of an arts enterprise.
Prerequisite: CCA 201 or permission of the Director of Arts Management & Entrepreneurship.

CCA 306. Arts Entrepreneurship. (3)

In this course, students will engage in the mindsets and practices of arts entrepreneurship and develop the ability to recognize and create opportunities for arts enterprises.

CCA 308. Policy & Advocacy in the Arts. (3)

Arts organizations operate within a public policy environment which impacts many aspects of their functions including planning, production, presentation, and funding. In this course, students will learn about the public policy system which concerns the arts and culture in the United States. Some key topics include arts policy history and purposes, policy formulation and implementation processes, as well as major issues involved in the policy system. Moreover, students will consider how as arts managers, artists, and audience, they can influence arts policy development and change through advocacy. Through a variety of course materials, from academic and policy resources to case studies and group discussions, students will be able to acquire knowledge and skills necessary to navigate the field of arts policy and advocacy.
Prerequisite: CCA 201 or permission of instructor.

CCA 309. Cultural Equity in the Arts. (3)

The systemic power structure deeply ingrained in American society has resulted in inequities concerning representation and access in key areas of operation for arts and cultural organizations from programming, human resources, funding, to audience development. Diversity, equity, and inclusion (DEI) are highly relevant to arts managers now and are imperative for the long-term viability of arts and cultural organizations and communities. This course explores major historical and key current issues surrounding DEI in the arts. This course also helps students understand their own and others’ cultural identities based on intersectionality and recognize their implicit biases and potential stereotypes. IC. PA-4A.

CCA 320. Arts Management & Arts Entrepreneurship Studio 2. (2)

In this course students gain practical experience by self-defining arts management & arts entrepreneurship projects. Students will continue developing their arts management & arts entrepreneurship portfolio. Additionally, students will consider the current context in operating a creative enterprise. An emphasis will be on developing creative thinking, critical thinking, collaboration, and communication skills with the arts management & arts entrepreneurship project and portfolio.
Prerequisite: CCA 220 or permission of the Director of Arts Management & Entrepreneurship.

CCA 331. Acting for the Musical Stage. (3)

This course will focus on the integration of acting, singing and dancing to prepare a song for public performance. Open to students enrolled in the Music Theatre Minor only. This class is the culmination of the minor; students must complete all requirements in Music Theory, Applied Voice, Acting and Dance prior to taking this course.
Prerequisites: Complete required classes in: Music Theory, Applied Voice, Acting and Dance prior to taking this course.

CCA 340. Internship. (0-20)

CCA 377. Independent Studies. (0-6; maximum 10)

CCA 401. Leading Strategic Innovation in the Arts. (3)

In order to create innovative strategies, arts organizations must apply strategic thinking to their planning process. Strategic thinking and planning, based on the organization's mission statement or purpose, details both artistic and business strategies in order to fulfill the goals of the enterprise. Strategic thinking and planning should be entrepreneurial, organized, and ongoing. This course will also discuss the importance of leadership in this process. SC.

CCA 410. Advanced Topics in the Creative Arts. (1-4)

Topics focus on a range of contemporary arts subjects, themes, or issues related to arts management, ethics and leadership; museum studies and practices; creative enterprise and entrepreneurship; among others as extensions of ideas in presented in College of Creative Arts courses and programs.
Prerequisites: CCA 201, CCA 340 or permission of the instructor.

CCA 420. Arts Management & Arts Entrepreneurship Studio 3. (2)

In this course students gain practical experience by self-defining arts management & arts entrepreneurship projects. Students will finalize their arts management & arts entrepreneurship portfolio. Additionally, students will consider the current context in operating a creative enterprise. An emphasis will be on developing creative thinking, critical thinking, collaboration, and communication skills with the arts management & arts entrepreneurship project and portfolio.
Prerequisite: CCA 320 or permission of the Director of Arts Management & Entrepreneurship.

CCA 477. Independent Studies. (0-6; maximum 10)

CCA 677. Independent Study. (0-6; maximum 10)