Annual statistical profile of united arts funds

Here is what you do: you make sure that every board member recognizes five key principles of fund raising. Every board member should fully understand, accept and, to be a truly useful member, give full attention to five principles.

How to Shake the New Money Tree provides an easy how-to guide to a new, alternative approach to fund-raising for nonprofit organizations of every size and variety and in every type of community. This book describes alternative methods of fund-raising - be it a theatre party, street fair, commercial tie-in, auction, direct mail campaign, program advertising, fashion show, baseball game, sponsorship, membership, or two dozen other Show Me techniques in which the donor gets the something tangible for his money.

One might reasonably inquire why, after so many years, this book has been republished without one phrase altered - without any changes to reflect a ten-fold increase in giving and the technological advances that have so enhanced the capabilities of today's fund-raiser.

Prepared for Daring Goals for a Caring New York. As part of its program to stimulate charitable behavior among New York City residents, Daring Goals for a Caring New York commissioned Sirota Alper & Pfau to conduct a citywide survey of giving and volunteering patterns, practices and motivations. During March and April of 1988, telephone interviews were conducted with a representative sample of 2,759 adult New Yorkers. This survey population was comprised of, roughly, 550 respondents from each of the five boroughs.

Symposium organized by the Arts Management Program, College of Fine And Applied Arts, University of Akron; cosponsored by the National Society of Fund Raising Executives of Northern Ohio and the Junior League of Akron, held at the University of Akron, Akron, Ohio, May 1, 1987. Chapter analyzed: Changing patterns in support of the arts by Patricia Jansen Doyle. Federal budget cuts, declining corporate contributions, rising operating costs, changing tax laws and increasing competition among nonprofit organizations have at once converged and created a potential crisis among arts and human service

This book is about people - how they feel, how they think and act, and what happens between them when they're engaged in the enterprise of philanthropy. The intent of this small volume is to report what we've come to understand about this phenomenon. On these pages can be found the most important principles of fund raising - no more, and no less. At least, that is our intention.

This work is the final thesis for Arts Administration degree at Golden Gate University, San Francisco, California. The author explores the issue of pricing and its importance in nonprofit arts management. She then examines methods for determining how to price tickets for specific types of performing arts organizations.

My mission today is to offer my perspective on united arts funds. In doing so, I'd like to center all of my comments on the one aspect which can spell the difference between mediocrity and success, both in administration and in fund raising. That's the issue of leadership.

The explosion of the arts in America during the second half of the 20th century has been chronicled in many places. The creation of dance, theatre and opera companies as well as the establishment of new museums and visual art centers has dispersed professional activities of quality throughout the country and given rise to large and knowledgeable audiences from coast to coast. Yet arts institutions have never been able to sustain themselves at the box office alone and the earlier pattern of survival based upon a few wealthy individuals has almost disappeared.