Americans for the Arts

Co-authored with Danielle Brazell of Arts for LA and Dr. Lauren Stevenson of Junction Box Consulting, the paper documents the journey we’ve been traveling for the past eighteen months to make it possible for schools and districts to embrace arts strategies for achieving the goals of Title I and improving educational outcomes for low-income students who are often undeserved in public schools.

Based on case studies of 10 arts organizations that undertook audience-building projects as part of the Wallace Excellence Awards initiative, the report, The Road to Results: Practices for Building Arts Audiences, pinpoints nine practices that successful efforts had in common — from identifying a target group that made sense for the organization to determining what barriers needed to be

Bob Harlow, along with the RAND Corporation and The Wallace Foundation discover that in order for Non-Profits to be sustainable and to stay relevant to their publics, they must turn their focuses towards audience building. In this study, we find that in order to grow audiences, organizations must 1. Recognize when change is needed, 2. Identify the target audience that fits their organization, 3. Determine what kinds of barriers need removal, 4. Take out all guesswork and use audience research to clarify approaches, 5. Think through their audience to organizational relationship, 6. Provide

This book is a guide to the legal principles that govern the liabilities of directors and officers of charitable organizations and has been written primarily for those innumerable vollunteers who are recruited each year for leadership positions in nonprofit organizations. Several factors have created an urgent need for a book that offers guidance for those in nonprofit organizations and practical information on their board responsibilities and possible liabilities.

This article will examine the standards that courts have applied to directors and trustees of non-profit cultural institutions, most notably the non-profit museum. The question is whether persons governing these institutions should be held to a strict common law trust standard, or whether they should be judged according to the more flexible prudent man rule traditionally applied to directors of corporations.

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.

This article examines the benefits a diverse mix of trustees can bring to a nonprofit organization and strategies used by charities for recruiting diverse candidates to their boards.

There is a tremendous need for board development in the nonprofit world. The responsibility for board development belongs to the board chairperson (the chief elected officer of the board) in concert with the chief executive and other officers of the board. Some nonprofit boards have established a standing committee of the board that attends to selection, orientation, continuing education, and evaluation of the members.

The Tucson Historic Warehouse Arts District Master Plan is the product of an intensive community planning effort in downtown Tucson in 2003 and 2004. The plan grows out of the existing community of artists, arts organizations,_x005Fand public officials dedicated to preserving and growing this thriving and productive arts district. This plan's goal is to develop the Tucson Historic Warehouse Arts District as a center for incubation, production and exhibition of the arts, with artists at its heart. The plan sub-goals include: mixed-use, diversity, realistic economics, sustainability,

The Tucson Historic Warehouse Arts District Master Plan is the product of an intensive community planning effort in downtown Tucson in 2003 and 2004. The plan grows out of the existing community of artists, arts organizations,

The topics with which this book deals are loosely grouped into chapters, each with a theme of its own. Chapter One orients the reader to the whole phenomenon of boards. Most people know only one or a few of them, mostly falling within one category, such as hospital or foundation boards.

the Scottsdale Cultural Council's 5-year strategic plan -- a vision that our contract with the City of Scottsdale requires, but which is truly a labor of love. It is the creation of the Scottsdale Cultural Council's Board of Trustees, supported by the senior staff of the Cultural Council, who invested just over a year to researching and deliberating its components. Perhaps its most important statement is contained in the preamble, where it recognizes that future success, "depends on [the] ability to motivate a wide range of stakeholders - audiences, donors, artists, arts educators, sponsors,

The research described in this Monograph is drawn from an in-depth study of the growth and decline of nonprofit organizations in the Minneapolis-St. Paul metropolitan area of Minnesota. The research project began in 1980 with a survey of 229 nonprofits there.

The Portland City Council established the Portland Public Art Program in the spring of 2000 in order to preserve, restore, enhance and expand the City's public art collection. The ordinance requires that the Portland Public Art Committee submit to Council an annual art plan which outlines recommendations for allocating the C.I.P. public art percentage, administration of the program, conservation of the collection, and initiation of new projects.

The Portland City Council established the Portland Public Art Program in the spring of 2000 in order to preserve, restore, enhance and expand the City's public art collection. The ordinance requires that the Portland Public Art Committee submit to Council an annual art plan which outlines recommendations for allocating the C.I.P. public art percentage, administration of the program, conservation of the collection, and initiation of new projects.