Attendees at Open Dialogue IX began the process of crafting future arts policy for people of color in the arts.

Based on thirty interviews with leaders in both the nonprofit and for-profit arts sectors, this essay concludes that although most cross-sector activity exists, significant new initiatives are possible in areas including philanthropy, joint ventures to create and disseminate new products, community redevelopment, technology, cultural preservation, and career development. The authors also warn of missteps and the importance of binding but not blurring the goals of the for-profit and non-for-profit arts organizations.

In the issues closing essay, the author examines how research in the arts and culture can help to find new ways of thinking about cultural production and policy including the production, financing, marketing, distribution, operation, consumption, and social roles of the arts and entertainment.

MISSION: The South Dakota Arts Council is a state agency serving South Dakotans and their communities through the arts.

The traditional case study method is a valuable teaching tool to familiarize arts management students with management issues and the tools to make informed decisions. This article addresses new possibilities for the use of the case study in the arts management classroom, one that is pedagogically focused, rather than curricular driven. The author also examines the implications of the Project on Management Studies in the Arts (POMSA) case study paradigm used in the late 1990s on four Washington, D.C. area theaters.

This article a reappraisal of the role and nature of arts administration training. It provides a set of strategies to reform the field in light of vast changes. Changes that include:

This article highlights a successful university arts program in the United Kingdom. The authors share their experiences and outline the approaches used at the Liverpool Institute for the Performing Arts (LIPA, founded 1996) which trains artists to be self-reliant entrepreneurs or arts managers. This is in contrast to scores of artists who face problems trying to make a living without the requisite management and business skills.

CONTENTS
Management and skills/leadership.
Organizational development/planning.
Marketing/audience development.
Financial management.
Fundraising development.
Trusteeship.
Legal and ethical aspects of the arts.
Communications and public relations.
Education general.
Education: curriculum, research and evaluation.
Economics and the arts.
Public policy and the arts.
Society and the arts.
History and theory.
Career advancement.

This handbook is also intended to guide individual artists and organizations who are interested in proposing a public art project to the City of Austin. This resource guide will engage the new or emerging artist who aspires to break from traditional studio practice and begin creating their art in the public realm. 

The Color Bind provides a useful lens for policy makers, researchers and practitioners pursuing in a wide variety of goals, from addressing racial disparities in health and education to creating diverse and inclusive organizations to providing culturally competent services to clients and customers. By foregrounding open conversations about race and ethnicity, Foldy and Buckley show that institutions can transcend the color bind in order to better acknowledge and reflect the diverse populations they serve.