This is not another book about theories of arts management. It's not even a how-to book. Rather it is a compilation of sample forms, checklists and procedures for executing the management tasks necessary to run a not-for-profit arts organizations.

This publication provides examples of a variety of funding mechanisms local arts agencies are tapping in large urban areas, medium cities and small towns.

Dennis Young and Richard Steinberg have designed Economics for Nonprofit Managers as a complete course in the economic issues faced by decision-makers at America's nonprofit organizations. Treating micro-economic analysis as an indispensable skill for nonprofit stewards, they introduce and explain concepts such as opportunity cost, analysis at the margin, market equilibrium, market failure, and cost-benefit analysis. The volume also focuses on issues of particular concern to nonprofits, the economics of fundraising, regulatory environments, the special impact of competition on

November 1994 Monograph highlights findings from our 1993 Survey of Local Arts Agencies.

One might assume from its title that this book is aimed at the administrative staff of the nonprofit organization - it's not. It is aimed at those whose focus is the mission and programs, at chief executives, board members, managers, students and serious donors. It provides an overview of everything they may not want to know, but certainly need to know in order to ensure that the nonprofit organization can effectively carry out its mission.

Virtually all nonprofit organizations have to file tax returns of one sort or another. But exactly what has to be filed depends on several factors, including: The Internal Revenue Code (IRC) section under which you're exempt. How big you are, that is, the value of your assets. Your typical annual receipts. Whether you have unrelated business income (which is taxable, even if you're tax-exempt) Whether you pay employees and/or consultants for services rendered. Whether you own any property, and Whether you solicit contributions or not.

Nonprofit organizations receive monies for various special purposes. It is important to track these special monies in accordance with their purpose so that the nonprofit can discharge its stewardship responsibilities, this is to insure that the monies are used for the designated purpose. The objective of this booklet is to provide guidance to nonprofits on tracking special monies. Accounting for special monies is influenced by two accounting standards. The new standards apply to all private nonprofits. Government entities are not affected. Since early application of these new standards is

In order to understand many of the accounting and tax rules governing not-for-profit organizations, it's important to understand how nonprofit entities are classified. For accounting purposes, there are five main categories of nonprofit organizations: colleges and universities; Hospitals; State and local government units; voluntary health and welfare organizations; All others, commonly referred to as SOP 78-10 organizations because the accounting rules that cover them are contained in the American Institute of Certified Pubic Accountants' publication Statement of Position 78-10: Accounting

In recent years, we have witnessed a trend towards greater public accountability by nonprofits. As a result, nonprofits have more extensive disclosure obligations to the public. The basic objective of this booklet is to provide guidance to nonprofit organizations in fulfilling federal and state disclosure requirements. It also provides insight into the related topics of interpreting financial information and conflicts of interest. (p. 1)

Professor Marianne Victorius Felton presents a preliminary report of one of the most comprehensive overviews of art funding patterns ever developed. She documents key factors that have influenced these trends. Professor Felton's research and analysis is still in process; when completed, it will provide a striking and informative overview of the funding changes that have affected a select sample of orchestras, opera companies, and dance organizations. Using as a starting point the seminal 1974 Ford Foundation study of performing arts funding, Professor Felton assesses what has happened and