Collaborations with the private sector are increasingly essential for nonprofits to survive and thrive. Similarly, as nonprofit managers look to these new resources, the author reports a surge of business leaders eager to forge alliances with nonprofits for their own benefit. Each sector isworking to create possibilities that further their respective missions.

The National Assembly of State Arts Agencies ( NASAA) presents this step-by-step guide to strategic planning for cultural organizations. The toolkit can be used to develop the planning skills of volunteer and professional cultural leaders. ecognizes excellence in planning and offers practical advice about planning challenges.

This article asks: If nonprofit performing arts organizations and the artists they represent are legally, socially, and morally bound to serve the public as a whole, what implications should such service have for the recruiting and staffing of their managerial personnel? To what extent are the recruiting strategies of nonprofit performing arts organizations centered on their public missions of being public for all? What would account for the low levels of minority managers in the arts? (from abstract)

This is a transcription of a session from the Grantmakers in the Arts 1999 conference, Strengthening the Arts Through Policy, Performance and Practice, held on November 14-17, 1999 in San Francisco, California.

This publication is part of  the Institute's Research Study Series (Research Study Series, No. 2), a series that presents insights based on research and analysis concerning the particulars of symphony orchestras. Preface written by Paul R. Judy, Founder and Chairman of the Symphony Orchestra Institute.

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On November 13, 1998, The American Assembly convened thirty-two representatives of the for-profit arts, not-for-profit arts, high technologies industries, higher education, service organizations, and foundations at the Getty Center in Los Angeles, California. Subsequently, on April 8 and 9, 1999, thirty-four leaders from the same sectors met at Arden House in Harriman, New York, under American Assembly auspices. Participants at both gatherings discussed connections--existing and potential--between the for-profit and not-for-profit arts, and whether and how such connections might be formalized

This Monograph explores an alternative view of stabilization, one that comes from a community perspective and focuses on the delivery of cultural services to a community rather than on individual cultural institutions. In the process, some emerging trends surrounding cultural participation, regionalism, and a new form of philanthropy will be identified.

During the fall of 1998, Americans for the Arts surveyed the local arts agencies in the 50 largest U.S. cities. Detailed data about revenues and expenditures, budget history, and arts programming were collected. This report is based on survey responses and telephone interviews from the local arts agencies in all 50 cities (100 percent compliance).

This issue of the Monograph highlights findings from the Local Arts Agency Facts Survey competed in 1998.