Cultural Initiatives Silicon Valley has created the first-ever cultural policy simulator: a software program aimed at demonstrating how the skillful application of investments in culture can, over time, build stronger communities and economies. The simulator, entitled Great Cities, was designed to highlight the benefits of investments in arts education, cultural facilities, organizational effectiveness, cultural marketing, and increased output of cultural programming to business and civic leaders in Silicon Valley. Beyond this primary audience, Great Cities should be useful for helping arts

"Nonprofit managers who develop social purpose ventures to generate revenues to support a social mission have limited opportunities to share their experiences with others in the field or to learn from the experiences of others. Many nonprofit managers also have modest business backgrounds. Yet, despite these challenges, the movement toward income generation by nonprofits continues to grow. Some of these ventures succeed, yet many more fail to meet either their social or financial goals. Clearly, the field lacks well-defined criteria, standards, and strategies for achieving success in this area

A strategic business plan, based on current research data, designed to address the needs and issues facing arts and cultural organizations and constituents in the Sacramento Metropolitan area.

In the San Francisco Bay Area/Silicon Valley, nonprofits employ 250,049 paid staff. This study quantifies the staff retention challenges of these nonprofits and investigates which nonprofit employees are leaving and where they are going.

This policy brief uses data collected by the National Center for Charitable Statistics (NCCS) to examine nearly 55,000 nonprofits that reported the ages and benefits of their chief officers on Forms 990 in 1998.

The action agenda presented in this report is the result of ideas presented by participants who attended the Symposium on Outcome Management for Nonprofit Organizations held at the Urban Institute of Washington, D.C. on June 6-7, 2001.

It is that time of year again. Along with carols on the radio and extended shopping hours, it is the time when people are thinking about making their end-of-the-year donations. It is also the time when board members in nonprofit organizations are praying that they will capture their share of these philanthropic dollars. Most board members hate to ask people for money. But even the most fundraising-phobic board members can contribute to their organization's fund development process.

This article reproduces excerpts of general comments from two meetings at the Art and Planning sessions of the 19th International Sculpture Conference. A broad range of topics were discussed about the general and specific questions facing art and artists in public spaces in the 21st Century.

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.