This report presents the results of a benchmarking study conducted for the Maricopa Regional Task Force on Arts and Culture Force (representing Maricopa County, Arizona) to compare the approach being taken to support investment in arts and culture in nine peer and competitor regions.

Fundamentals of Arts Management is the classic text in arts management that has been helping professional and volunteer arts leaders learn to connect the arts and community since the first edition in 1987.

This publication examines the issue of leadership succession within nonprofit arts organizations.

This collection tackles the theme of isolation and the breakdown of mediating social institutions. It is, in part, a response to Robert Putnam's Bowling Alone as well as an attempt to create a broader idea of civil society.

This is a study of 49 women executive directors of color (WEDOC) who lead nonprofit organizations in the San Francisco Bay Area. The study presents a foundation for identifying and better understanding this important group of leaders. Findings reveal that they are better educated and have more management experience than executive directors in general. These WEDOC leaders are confident of their own skills and their organizations ability to connect directly with the minority communities they serve. At the same time, they feel isolated from the corridors of power, and struggle against stereotypes

This paper reviews recent empirical studies of community service, service learning, and volunteering, and then frames the consistently strong evidence that participation in clubs and organizations during adolescence leads to higher levels of civic engagement during adulthood.

This report examines transition management practices by nonprofits and transition support services offered to these organizations.

A Report from the First Joint Convention of Americans for the Arts and the National Assembly of State Arts Agencies

Article shares findings from a research project, conducted in collaboration with economic development organizations on the north coast of California, that explored the practical demands and dynamics associated with the paradox of responding to the demands for results-based accountability.

This article discusses the modest salaries paid to most nonprofit chief executives. The author is puzzled as to why many nonprofit boards look for quality performance in the managerial positions of nonprofit organizations and yet offer compensation that is noncompetitive with the for-profit sector. The article also notes the value of a talented director of volunteers.