For this particular (1989-1990) edition of their annual report, FEDAPT focused on what was then the recent crisis facing arts organizations, how the conditions evolved, and how the arts community was responding in terms of understanding and action.

Prepared for the New York Community Trust. This guide is for executives of nonprofit organizations as they contemplate and pursue loans from banking institutions or non-traditional lenders.

This book offers some outlines, ideas, and starting points as tools for putting together and maintaining a local arts agency.

Nonprofits have important work to do and no time to waste fighting the inexorable forces of change. Instead you need to grab every available tool and trend; anything that enables you to get on with your work and deliver your mission. Your work should flow.

Paper presented at the Fifth International Conference on Cultural Economics held at the Canada Council, Ottawa, Canada, September 27-30, 1988.

Since earned income falls far short of meeting the total revenues needed for operations, there is already plenty of risk to be reckoned with in presenting the performing arts. How, then, can we justify more adventuresome programming that might further inhibit a presenting organizations's ability to meet its earned income goals?

This book has been written as a guide for the nonprofit organization interested in undertaking a business venture. In recent years, nonprofits have increasingly looked to earning money as a means of supporting their operations. Income-generating ventures have ranged from selling greeting cards, to providing home health care services to major manufacturing operations. The common motivation has been the continued ability of the nonprofit organization to deliver services.

The Nonprofit Entrepreneur offers a prudent, measured approach to nonprofit enterprise, emphasizing thorough analysis and ongoing vigilance throughout. It is the nonprofit's essential guide to minimizing the risks and reaping the benefits of viable income-generating ventures. In the chapters that follow, the authors take a prudent, measured approach to nonprofit enterprise. Each writes from the perspective of both practitioner and advisor.

This study illustrates the use of a museum cost function that includes measures of size, priorities, and quality and is homogeneous of degree one in factor costs. For art, general, history, and science museums, the important determinants of operating costs are attendance and input factor prices. For three of the four museum types, the priority given to membership activities is negatively related to the level of operating costs.

The author analyzed the economic instabilty of art organizations.