Arts Intranet

Four times a year, this subscription service rushes descriptions of recently awarded grants to your development office. The Quarterly brings you the latest series of grants awarded by some of the country's most influential funders, keeping you abreast of the current funding priorities of these important grantmakers.

Arts Funding: An Update on Foundation Trends represents The Foundation Center's third examination of the role of foundations in supporting arts and culture. The Center's first study of national giving trends, Arts Funding: A Report on Foundation and Corporate Grantmaking Trends, mapped funding for the arts through the 1980's. Arts Funding Revisited: An Update on Foundation Trends in the 1990's, carried the analysis through 1992. This latest study updates the analysis of arts giving trends through 1996 and includes several enhancements to help deepen understanding

This report describes an innovative experiment in grantmaking that began in New York City in 1991 called the Arts Forward Fund (The Fund). The initiative involved a consortium of thirty-six grantmakers responding to a severe funding crisis in the arts community. The Fund's primary purpose was to support a limited number of demonstration projects for arts organizations, which, in the face of the financial crisis, would help them explore new options for long-term viability.

CONTENTS
Organizational structure: 

This is the fifth essay in the section on New Directions in Corporate Philanthropy. Keller examines the factors that give one industry a philanthropic profile that differs from another's and discusses specific needs and restraints on public utilities, bank and insurance companies, and retailing and manufacturing concerns. (p. 8)

This is the fifth essay in the section on Major Policy Considerations in Corporate Philanthropy. Calling for a concerted effort to put philanthropy on the permanent business agenda, Garvin urges the use of either a professional contributions staff or qualified consultants, the donation of time as well as money, and an expanded definition of community as guides for enlightened corporate citizens. (p. 6)

This the last and second essay on the background of this book. Troy offers a statistical overview of corporate philanthropy covering major recipients of private giving, average individual contributions, foundation giving, levels of corporate giving, and other issues. Her data suggests that the pattern of corporate giving has been relatively stable over the past decade. (p. 9) Includes charts.

This the first essay on the background of this book. Karl traces the evolution of corporate philanthropy from the days of the direct benefit doctrine to the present expanded notion of social responsibility. He concludes that, where once the power of corporations was feared as a power to do harm, society must now cope with their power to do good. (p. 9)

This is the third essay on the section on A Look at the Future. The management of corporate contributions is coming of age in America, says Wilson. Because the corporation's social role is likely to expand and giving programs are likely to attract more attention in the future, full-time professional contributions managers will become essential.

This is the third essay in the section on The Management of Corporate Philanthropy. Teltsch describes the new breed of chief executive officer, leaders willing to combine local interests with a wider concern for increased social responsibility, and profiles cities where CEOs have effectively worked together for the good of the community.

This is the third essay in the section on The Management of Corporate Philanthropy. Corporate contributions jobs are still being created. Klepper reports that compensation in the field depends on title and level of responsibility, time spent on the function, and the sex of the employee. (p. 7)

This is the third essay in the section on The Future of Corporate Philanthropy in America. How much do corporations give? What is the character or pattern of giving? How are decisions made? What influences giving? How much should the public be told? Knauft suggests these area of study as the basis for a research agenda.

This is the third essay in the section on New Directions in Corporate Philanthropy. Cantril explores the ambiguities and paradoxes of public attitudes toward corporate philanthropy. His data suggest that it is unlikely that either the public or shareholders will step up pressure on corporations for increased giving in the future. (p. 7)

This is the third essay in the section on Major Policy Considerations in Corporate Philanthropy. Excellence in giving can be achieved not by giving more, but by giving more effectively. Bere urges business and nonprofit organizations to pool their talents, increase their productivity, and be willing to take risks in order to respond creatively to the changing needs of society. (p. 6)

This is the tenth and last essay in the section on The Management of Corporate Philanthropy. Effective use of monitoring and evaluation of grants plays an important part in a larger style of management that requires accountability. Johnson maintains that all corporate contributions should be monitored, while evaluation is necessary only when it will improve grant activities, and when the evaluation itself is efficient in design.

This is the sixth essay in the section on Major Considerations in Corporate Philanthropy. Taking a minority view, MacAvoy and Millstein suggest that the essential responsibility of the corporation is the maximization of long-term shareholder gain, and that making social policy is better left to the government. (p. 6)

This is the seventh essay in the section on The Management of a Corporate Philanthropy Program. A contribution manual can be the heart and soul of an effective corporate giving program, say Jones. A well-written manual, based on clearly defined policies and procedures, encourages a professional approach to corporate philanthropy. (p. 7)

This is the seventh essay in the section on New Directions in Corporate Philanthropy. Surveying the variety of ways in which corporations donate products, lend executives, offer technical or legal assistance, and participate in other forms of non-cash giving, Stewart recommends a combination of human and financial resources to meet corporate responsibilities. (p. 8)

This is the seventh essay in the section on Major Policy Considerations in Corporate Philanthropy. In today's economic climate it makes sense for business to give more, and to do so thoughtfully and publicly, says Norton, who observes that the public has reason to expect such a response from business, the favored sector. (p. 6)

This is the second essay in the section on The Management of Corporate Philanthropy. In a trend paralleling President Reagan's effort to return many government functions to the states and localities, a number of U.S. businesses are adopting a grass-roots approach to giving. Pierson explores this trend, while noting that some corporations still prefer a system of central control that depends on information gathered at the local level. (p. 7)

This is the second essay in the section on The Future of Corporate Philanthropy in America. Determining how much a company spends on giving and how that figure compares with the contributions of other companies is a difficult task. Pierson describes the complexity of measuring levels of giving, including the varying determinations of eligibility to join the 2 percent or 5 percent clubs. (p. 8)

This is the second essay in the section on Policy Suggestions from the Nonprofit Sector. Corporations have a wider range of opportunities to influence change than do private foundations, says O'Connell. He suggests encouraging employee giving, participating in public/private partnerships, using research and development facilities for philanthropic purposes, and supporting fundraising efforts as steps toward more effective corporate philanthropy. (p. 8)

This is the second essay in the section on New Directions in Corporate Philanthropy. The impact of the Economic Recovery Act of 1981 may be less than positive in the short run; however, to the extent that the Act curtails inflation and increases profits, corporate resources available for philanthropy will increase significantly in the long run, says Racek and DioGuardi.

This is the ninth essay on The Management of Corporate Philanthropy. As the public increasingly expects the business community to include philanthropy among its responsibilities, it also desires to be informed about such giving. McCarthy suggests that telling the story may be just another cost of doing business, as basic as buying insurance or pay the light bill. (p. 7)

This is the ninth and last essay in the section on Major Policy Considerations in Corporate Philanthropy. Community partnership, non-financial investments, and profitable social responsibility can offer companies of all sizes new ways to widen their community relationships. And community involvement, says Verity, is definitely good business. (p. 6)

This is the last and tenth essay in the section on New Directions in Corporate Philanthropy. Levy explores common patterns of involvement in public/private partnerships, conditions that encourage successful joint programs, and possibilities for future growth of such cooperative arrangements. (p. 8)

This is the fourth essay in the section on News Directions in Corporate Philanthropy. The only certainly about corporate philanthropy when an acquisition occurs in that the new owner calls the tune, says Struckhoff. The author offers examples of effective methods of communicating and effecting new plans under circumstances of corporate acquisition. (p. 7)

This is the fourth essay in the section on Major Policy Considerations in Corporate Philanthropy. To find a workable reconciliation between humans, and materialism, between the whole man and economic man, is the central issue for business today, Brown argues. Adaption to a changing environment is an elementary principle of survival, and carefully administered corporate philanthropy may, in the long run, be essential to the well-being of corporations. (p. 6)

This is the first essay in the section Policy suggestions from the Nonprofit Sector. In a time of serious economic stress and shifting government responsibilities, corporations must reexamine [re-examine] their priorities for giving to ensure that they are consistent with the public needs of today. Eisenberg suggests corporations look to the needs of those with low incomes and disadvantaged, and work more closely with each other and with the nonprofit sector. (p. 8)

This is the first essay in the section on The Management of Corporate Philanthropy. How a company organizes its philanthropic efforts reflects its own organization, climate, and traditional way of operating. Plinio describes and contrasts three models -direct contributions, managed by a contributions or public policy committee; company foundations; and Clifford trusts. (p. 6)