This study reports that for fiscal 1973-74, the 471 arts organizations represented in the study had operating expenses of $79,742,000; there were 22,300 paid personnel, including 3,000 full-time, 3,600 part-time and 15,700 performers. The 1963 enabling legislation establishing the California Arts Commission contained the directive that... The Commission shall: (a) make a comprehensive survey of public and private institutions engaged within the state in artistic and cultural activities, including, but not limited to music, theatre, dance, painting, sculpture, architecture and allied arts and crafts, and of such other cultural resources in the state as are contemplated by this chapter. (b) Determine the legitimate needs and aspirations culturally and artistically of our citizens in all parts of the state. (c) Ascertain how these resources, including those already in existence and those which should be brought to existence, are to serve the cultural needs and aspirations of the citizens of the state.

Periodic inventories have been taken since that date and in 1974, at the direction of the Legislature the Commission entertained bids and contracted with the National Research Center of the Arts, a non-profit arm of the nationally recognized Louis Harris and Associates, for a major survey of the arts as an industry in California. A companion study of Californian's attitudes toward the arts, art in education, and governmental support was also undertaken. The results of the attitudinal study (Californians and the Arts released April 1975) should be reviewed in conjunction with this study to compare the desires of our citizens versus the realities herein described.

This is the first time a study of this magnitude has been undertaken in any state and it highlights the inescapable fact that the arts are a major industry in California and are deserving of major state support... which the companion study has proved to be not only palatable but recommended by 9 out of 10 Californians. The fact that almost 6 out of 10 organizations (including 85% of arts service organizations) have emerged since the advent of the Commission indicates the potential for growth through the recognition and encouragement of a sympathetic state body. 87% of the organizations interviewed indicated understaffing in administrative functions (86% are volunteers) indicating a rare career opportunity for Californians if funding can be found. Most arts organizations offer admission at a substantially lower figure than estimated by the general public and serve the public with discounted tickets, scholarships, and awards. They recognize their social responsibility and respond. In terms of employment, enrichment of the senses, and encouragement of the creative nature of our society, these studies should give positive justification to our lawmakers and keepers of the public purse for major state support of and encouragement to the arts.

CONTENTS
Introduction: Criteria for inclusion.
Questionnaire Development.
Interviewing.
Data preparation and analysis.

Section I: Summary of major findings:

Activities and characteristics of the non-profit arts industry.
Finances.
Attitudes toward government and private support of the arts.
Management, Board and personnel of arts organizations.
Programs.
Facilities.
Special problems and the future of the arts industry.

Section II: Description of the non-profit arts industry:

Type of activity.
Most important functions and purposes.
Regional distribution.
Budget size of organizations.
Age of organizations.
Period of operation during the year.

Section III: Budget and Finances:

The overall financial picture.
The financial picture, by arts type.
The financial picture, by size and region.
A closer look at income.
Sources of income, by arts type.
Sources of income, by budget size and region.
An analysis of earned income.
An analysis of private contributions.
Support from the public sector.
Operating expenditures.
Endowments and other non-current funds.

Section IV: Fund raising:

Methods used to obtain funds beyond earnings.
Attitude toward government support of the arts.
Direction of future government funding.
Effects of greater government support for the arts.
Government restrictions.
Choice between public and private support as primary source.
Attitudes toward private support of the arts.
Support from the trustees of arts organizations.
Membership support.
Membership fees.
Membership and attendance.

Section V: Management and Trustees:

The administrative director.
Perception and function of job.
The artistic director.
Board of Directors.
Size of Boards.
Characteristics of Board members.
Relations between administrative director and the board.
Primary functions of the Board.

Section VI: Manpower:

Distribution of paid personnel.
Administrative vs. artistic and performing paid personnel.
Characteristics of paid personnel.
Adequacy of size of staff.
Adequacy of salary levels.
Adequacy of education and prior training.
Retention of personnel.
Sources of new personnel.
Volunteers.
Distribution of volunteers.
Functions of volunteers.
Hours contributed by volunteers.

Section VII: Programs:

Performing arts presentations.
Number of performing arts programs and performances.
Where performances are given.
Attendance at performing arts presentations.
Analysis of attendance at presentations of performing arts organizations.
Subscription and non-subscription performances.
Ticket prices.
Reduced price tickets and special presentations.
Presentations of collections and exhibitions.
Attendance at visual arts exhibitions.
Admission policy.
When exhibitions are open.
When people attend exhibitions.
Exhibitions and ownership of collection.
Circulation of exhibitions.
Other programs.
Facilities.
Adequacy of facilities.

Section VIII: Special problems and the future of the arts industry:

Fund shortages.
Greatest needs apart from money.
Changes in past three years, and those anticipated in next three years.
Assistance from other organizations.

This study reports that for fiscal 1973-74, the 471 arts organizations represented in the study had operating expenses of $79,742,000; there were 22,300 paid personnel, including 3,000 full-time, 3,600 part-time and 15,700 performers. The 1963 enabling legislation establishing the California Arts Commission contained the directive that... The Commission shall: (a) make a comprehensive survey of public and private institutions engaged within the state in artistic and cultural activities, including, but not limited to music, theatre, dance, painting, sculpture, architecture and allied arts and crafts, and of such other cultural resources in the state as are contemplated by this chapter. (b) Determine the legitimate needs and aspirations culturally and artistically of our citizens in all parts of the state. (c) Ascertain how these resources, including those already in existence and those which should be brought to existence, are to serve the cultural needs and aspirations of the citizens of the state.