Nonprofit arts organizations derive 43 percent of their revenue from private contributions (individuals, foundations, and corporations). It is this funding stream that enables them to deliver their cultural product, affordably, to the entire community. Research suggests that we are in the midst of a major shift in how these organizations are supported—one that if not addressed will radically alter America’s cultural landscape.

Most corporate executives changed careers for heartfelt reasons—to give back to their community, to support something they believed in, and to make a difference in an arts organization or in their own lives. Many found their new work more challenging than expected, especially reporting to a board and fundraising. Most consider their transition successful. Leadership change is always challenging, especially when a new leader comes from outside the arts or nonprofit sector. This Monograph examines such issues and suggests how these changes may benefit both the arts and business communities.

This report summarizes findings from a McKnight Foundations study which examined the impact of the arts on the community and economic health of eight rural Minnesota towns.

This article by Kevin V. Mulcahy is a reconstruction of his keynote address at the 1st Annual Ringling Cultural Symposium in Sarasota, Florida, February 3-15, 2003. The purpose of the publication is to share information and encourage others to contribute papers on policy issues which affect Florida's arts institutions.

This Sustainability Plan has been reviewed and approved by President Katherine Sloan of Massachusetts College of Art (MassArt) on April 2005.

This report defines and analyzes Louisianas cultural economy and recommends strategies through which it can be developed.

Cultural Perspectives in Civic Dialogue shares the efforts of cultural organizers who are skilled in working deeply within and across cultures to understand important cultural considerations in arts-based civic dialogue work. Their endeavors illuminate how cultural norms mediate public space and participation, as well as how the choices regarding art forms and dialogue approaches can support or discourage civic participation of various cultural groups. In the King Kamehameha I Statue Conservation Project, rural Hawai’ian residents deliberated how best to conserve a

This monograph is based on two qualitative studies conducted by the Building Movement Project of the differences and similarities of how Baby Boom and Gen X leaders view leadership, transitions and their work. It delivers a series of recommendations on how a variety of stakeholders can improve the hand-off from this generation of leaders to the next.

The Kennedy Center Arts Education Leadership Kit provides a framework for supporting the arts education leadership development needs of cultural organizations, school district leaders, teaching artists, arts management students, and other individuals interested in their own continued professional development.

It is around the particularities of cultural marketing that entrepreneurship and leadership in marketing the arts must be articulated. The marketing process in the arts starts with the creative work; the manager cannot modify this core product. Thus the marketing process in the arts is conceptually different from that in other fields.