This article tells eight real-life stories f nonprofit boards, highlighting their strengths and weaknesses, and analyzing he lessons they provide. The author concludes with four keys to board effectiveness based on his examination of these case studies.

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

While nonprofits funded with public money struggled to achieve even moderate success in job training, unions and labor-management partnerships are running a parallel systen that trains and upgrades the skills of more than 200,000 people a year, more than the much more visible publicly-run system. Union based training is focused on real jobs, is geared directly to employers, and is solidly successful in helping people prepare for a better career. But even as government contracts are being doled out in increasing numbers to union-based programs, the architects of both the local and national

A statewide survey of 2,148 Indiana nonprofits completed in the spring and early summer of 2002 provides the basis for this report. The survey included charitable, religious, advocacy, and member-serving nonprofits.

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.

Planning is being recognized as vital to the success of nonprofit arts organizations. The process of planning is also important. However, the delineation between types of planning processes may not always be clear. This article identifies and defines three types of planning processes in the arts sector: a long-range plan; a strategic plan; and the operating plan. In addition, it outlines seven basic steps for creating a sound strategic plan.

Research conducted by the consulting firm Anthony Knerr & Associates suggests that there is a set of "common characteristics essential to institutional effectiveness and healthiness that cut across differences in organizational mission, culture, history, aspirations, program structure and organization design."

The Arts Education Project Designer's Toolbook has been developed to help plan and evaluate programs. For artists and community members working in an educational setting, it will provide an introduction to educational planning and related terms. For teachers, it will provide a helpful review. Using the Toolbook will help you develop superior programs and competitive grant applications for local, national, or private funding.

The Mississippi Arts Commission Strategic Plan for 2003-2008 summarizes the agency's six primary goals to improve and expand arts participation and activities in Mississippi.

Theatre Communications Group (TCG), founded in 1961, is the national service organization to the American nonprofit professional theatre. Through a variety of programs and services, TCG addresses the management concerns of theatres, cultivates artistic talent, and is an advocacy organization for the nonprofit professional theatre field.