The purposes of this study are to identify the Region's major cultural resources and organizations and to investigate the feasibility of developing a regionwide cultural organization as a mechanism for coordinating the programs of the various arts organizations so that their resources can be more effectively used.

Not including the Region's colleges and universities, there are over seventy individual cultural organizations in the capital district. They provide performances and productions in every conceivable form of art. Most tend to draw their audiences from throughout the region. The people of the region spend upward of $10,000,000 annually on cultural activities. Even with this large expenditure, many organizations are fiscally marginal at best. Servicing the provider groups are county arts councils in Albany, Rensselaer and Schenectady counties, the New York State Council on the Arts and the New York State Performing Arts Association.

Despite an increased interest in the arts, many artistic endeavors are finding it increasingly difficult to survive. Many of the very necessary support functions such as advertising, financial management and ticket sales tend to suffer due to a lack of expertise. Artists have, by necessity, become involved in the management of their organizations. As a result they are, too often, unable to concentrate on their creative efforts.

CONTENTS
Abstract.
Transmittal letter.
Acknowledgements.
Table of contents.
Summary and recommendation.

1. Introduction.
    Why CDRPC?
    Scope and methodology.
    What is the region?

2. The cultural setting in the capital district.
    Provider groups.
    Academic institutions.
    Results of survey.
    County arts councils.
    Relevant statewide agencies and organizations.

3. Why regionalize?

4. The regional response.
    Greater Hartford Arts Council.
    Memphis Arts Council, Inc. (Winston-Salem NC). 
    The capital district.

5. Recommended action plan for the capital district.
    Potential functions for the proposed regional arts council.

6. Alternative structures and financing.
    Organizational alternatives.
    Potential sources of funding.
    Conclusion.

Attachments:
     1. Survey form.
     2. Cultural provider groups responding to the survey.
     3. Cultural conference.
     4. Citizens advisory committee.

The purposes of this study are to identify the Region's major cultural resources and organizations and to investigate the feasibility of developing a regionwide cultural organization as a mechanism for coordinating the programs of the various arts organizations so that their resources can be more effectively used.