The author examines the rising prices of seats in Convent Garden during the mid-1970's.

This annual survey of a representative group of nonprofit theatres was known as the TCG fiscal survey in 1974, 1975, 1976; the TCG survey in 1977, 1978, 1979, 1980; and as Theatre facts since 1981. Theatre Facts also appears as a supplement to American Theatre magazine, usually in the April issue. Statistics and analysis are provided for the year as well as comparisons to previous years.

This annual survey of a representative group of nonprofit theatres was known as the TCG fiscal survey in 1974, 1975, 1976; the TCG survey in 1977, 1978, 1979, 1980; and as Theatre facts since 1981. Theatre Facts also appears as a supplement to American Theatre magazine, usually in the April issue. Statistics and analysis are provided for the year as well as comparisons to previous years.

Financial Management for Arts Organizations had its genesis in the first Management Development Program of the Harvard Institute in Arts Administration. In the course of planning for that first program, it became clear that little directly-relevant material in the financial and accounting areas existed for the use of practicing art administrators. This relative dearth provided the challenge which over the succeeding years led first to the development of teaching notes, and later to the preparation of a skeleton version of this book. In turn, further revisions grew into this volume,

This annual survey of a representative group of nonprofit theatres was known as the TCG fiscal survey in 1974, 1975, 1976; the TCG survey in 1977, 1978, 1979, 1980; and as Theatre facts since 1981. Theatre Facts also appears as a supplement to American Theatre magazine, usually in the April issue. Statistics and analysis are provided for the year as well as comparisons to previous years.

The report presents and analyzes data from a national survey begun in 1971 and describes the nature of, and reasons for, nonprofit artistic groups and the ways they function. The report shows how these various arts organizations came to be as they were in 1971 and traces historical influences. The report concludes with an examination of the growth of arts organizations and possibilities for the future.

Development and use of a simple financial model specifically suited to the needs of smaller performing arts organizations is described in this monograph. The model can be quickly developed from financial records available in almost any company and provides an unusually clear representation of costs and income as they relate within the specific organization. Once developed, the model can be used for a wide variety of financial planning and analysis tasks and can help even the smallest performing arts company to achieve more effective use of its funds. Examples of applications are given for a

A fine arts director proposes that three independent music organizations [local symphony and two presenting organizations] amalgamate to cut operating costs and to reduce the deficit of one group. (Table of Contents, p. 4)

An artistically successful opera group contents with its failing financial fortunes. (Table of Contents, p. 2) This case was written by Carol M. Cross under the supervision of Thomas C. Raymond and Stephen A. Greyser. Copyright 1970 by the Institute of Arts Administration.

Business manager of a symphony orchestra must decide on whether - and if so, how -to increase prices for subscribers and box office tickets. Audience research data provided to aid in quantitative and qualitative analysis.