Revised to reflect the latest thinking and trends in managing organizations and people, Management and the Arts, Third Edition provides the reader with the practical tools necessary to manage an arts organization. The class-tested questions in each chapter help the reader to integrate the material and develop ideas as to how the situations and problems could have been handled. New case studies focus on the challenges facing managers and organizations every day, and new "In The News" quotes give the reader real-world examples of principles and theories. A new chapter focuses on

This report demonstrates how small budget arts activities play a role in leveraging both local and non-local assets for neighborhood improvement.

Based on a study done by The Urban Institute on annual surveys conducted by the Chronicle of Philanthropy, this Americans for the Arts Monograph answers the following questions: how do executive compensation levels vary in the nonprofit universe; to what extent do organizational factors and reliance on donative and commercial revenues relate to executive compensation; what is the reltionship between executive salaries and other types of compensation; and how do executive salaries vary within the nonprofit arts community.

In 1998, The Pew Charitable Trusts commissioned Americans for the Arts and The Ohio State University Arts Policy and Administration Program to analyze public and private sources of support for arts and culture. This report is the result of that research.

This report summarizes results from a survey of performing arts presenting organizations in the United States. The study was commissioned by the Doris Duke Charitable Foundation to supplement an evaluation of its Leadership Presenting Organizations program, and by the Association of Performing Arts Presenters to provide context for a series of presenting organization convocations and to provide a basis for future planning.

In this article I describe in broad outline the nature of the transactions that define the arts sector and relationships between the for-profit and not-forprofit parts of it. I base the article on a component of a 2000 report to the Irvine Foundation, which itself was an outgrowth of the 1998 American Assembly entitled “Deals and Ideals: For-Profit and Not-for-Profit Arts Connections.”

Americans for the Arts receives more than 3,500 annual requests for information about local arts agencies (LAAs). To provide the most accurate answers to these questions, we conduct an extensive triennial survey to measure the status and condition of the LAA field. Here are the in-depth findings from our Fiscal Year 2000 Survey of Local Arts Agencies.

The Cultural Plan for Albuquerque, prepared by the Arts Alliance for City Hall, ably promotes the diversity and quality of our hidden cultural life to outsiders and to our own ever-increasing population. The Cultural Plan challenges the mainstream� and celebrates Albuquerque's great strength as a nonconformist city with both a practical and creative temperament.

Article explores whether the benefits derived from the charitbale tax deducation are worth the cost.

This guide is for community-based nonprofit organizations interested in learning more about becoming affordable housing developers, establishing public+private partnerships and helping to meet the housing needs of low- and moderate-income families.