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        <Identifier>Description of Intended Use of Endowment Funds:</Identifier>
        <ReturnReference>Part V, Line 4:</ReturnReference>
        <Explanation>There are two endowment funds, the Classical Connections Endowment and the William Dawson Education Endowment. The Classical Connections Endowment primarily supports the Young Performers Career Advancement Program (YPCA) which combines seminars, group discussions, workshops and a showcase at Carnegie Hall to immerse a selected group of promising young artists into the world of performing arts. The funds support faculty fees, travel, expenses, audio-visual service, recital hall rental, production and reception expenses for the YPCA program in New York City. The William Dawson Education Endowment funds an annual research internship program for graduate students. The program identifies an issue or topic of importance to the presenting field, a team of students conducts research on that topic, and presents their findings in a session at the annual Association of Performing Arts Presenters members conference in New York City. The Endowment funds provide stipends and travel support for students to conduct and present their research.</Explanation>
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          <BusinessNameLine1>Tampa Bay Performing Arts Center</BusinessNameLine1>
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          <City>Tampa</City>
          <State>FL</State>
          <ZIPCode>33602</ZIPCode>
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          <AddressLine1>Stanford University 537 Lomita Mall</AddressLine1>
          <AddressLine2>Mall</AddressLine2>
          <City>Stanford</City>
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          <AddressLine1>15 N Ewing</AddressLine1>
          <City>Helena</City>
          <State>MT</State>
          <ZIPCode>59601</ZIPCode>
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          <City>Ann Arbor</City>
          <State>MI</State>
          <ZIPCode>48109</ZIPCode>
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        <EINOfRecipient>381545881</EINOfRecipient>
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        <Identifier>Procedure for Monitoring Grants in the U.S.:</Identifier>
        <ReturnReference>Part I, Line 2:</ReturnReference>
        <Explanation>Schedule I, Part I, Line 2: The organization provides funding support in three separate program areas as follows - note: applications for all grants programs are subject to an external panel review and include a contract which specifies adherence to APAP policy of use for expenditures (including travel) as well as programmatic and financial reporting requirements. The Creative Campus Innovations Program grants funds to campus-based arts presenters for the development and implementation of projects that exemplify innovative approaches to integrating the arts across the academy (campus community). In addition to interim and final reporting requirements, APAP staff and the funding foundation's representative conduct evaluator site visits. The Cultural Exchange Fund grants travel subsidies to individuals and groups for purposes of traveling internationally to see the work of artists and meet with presenting colleagues to foster potential presenting and touring opportunities for international artists in the U.S. The group award of up to $10,000 is made to the lead organization of a group from a minimum of three presenting organizations for travel to an international arts festival or event - funds are only to be used to cover air and ground transportation, per diem, and performance tickets or registration fee. The APAP/MetLife Arts Access Awards Program provides awards to non-profit arts presenting organizations (who are also members of APAP) who have demonstrated exemplary strategies for engaging audiences with disabilities or underserved populations in the performing arts. Documentation of outcomes of all grantees and awardees in the programs cited above is available on APAP's web site.</Explanation>
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      <GeneralExplanation>
        <Identifier>Form 990, Part VI, Section A, line 6</Identifier>
        <Explanation>The Association shall have two categories of members: (i) Voting Members and (ii) Nonvoting Members. Voting Membership in the Association shall be open to any individual or organization that operates in the performing arts, presenting or touring industries. Additional membership classifications shall be determined by the Board of Directors. Each Voting Member shall be entitled to one voting representative. Each voting representative shall have one vote upon each distinct matter included as an agenda item in a Written Ballot and/or submitted to a vote at meetings of the members as provided herein. All other representatives shall have the privilege of the floor but shall not be entitled to vote at meetings of the members. The Board of Directors shall have the power to set dues for one or more categories of membership and may vary the amount of dues among such categories of members. However, dues set for members must be subsequently ratified by a simple majority of the Voting Members represented at a regular or special meeting of the members as set forth herein.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <Identifier>Form 990, Part VI, Section A, line 7b</Identifier>
        <Explanation>There are a couple of decisions that are made by the governing body which are subject to member approval in accordance with the Organization's bylaws. Those decisions are in regard to changes to membership dues or changes to the Organization's bylaws. These two types of decisions, once made by the governing board, are subject to member ratification. Members must vote and approve any such changes as described herein.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <Identifier>Form 990, Part VI, Section B, line 11</Identifier>
        <Explanation>A copy of the Form 990 is circulated to the organization's Board Treasurer and President/CEO for review. Upon finalization/approval, the Form 990 is signed by the President/CEO.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <ReturnReference>Form 990, Part VI, Section B, line 12c</ReturnReference>
        <Explanation>The Association of Performing Arts Presenters has a conflict of interest statement which is signed by board members annually. The conflict of interest statement was most recently updated in 2009. The staff is currently in the process of canvassing the Members of the Board of Directors on any areas of potential conflict.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <ReturnReference>Form 990, Part VI, Section B, line 15</ReturnReference>
        <Explanation>Arts Presenters President and CEO's annual performance evaluation is conducted prior to the end of each fiscal year. In April 2011, Sandra Gibson, Arts Presenter's President and CEO announced she would not seek to renew her contract. Therefore, the focus of the board's Executive Committee turned to planning for the CEO's departure, establishing criteria for the hire of a new President and CEO, and filling the office with an interim CEO. The typical review process involves the President and CEO's self assessment in response to a set of priorities and annual operating plan established by the board of directors along with the annual unaudited financial statement. The Executive Committee reviews the CEO's performance on the accomplishments and challenges of the previous year. As a part of the review process, the President and CEO also provides documentation on salary/compensation of comparable performance arts service organizations to determine any change in CEO compensation. The recommendation to continue the CEO written employment contract is based on the Executive Committee's assessment of the CEO and approval by the board. The President and CEO tracks and monitors the progress through monthly conference calls with the Executive Committee, and weekly conference calls with the chair of the board. In June 2011, APAP President &amp; CEO Sandra Gibson, ended her service to the association. To promote a smooth and seamless transition, Gibson was retained at Arts Presenters as a special consultant from July 1, 2011-October 31, 2011.The executive's role transitioned to one of supporting the organization on an as-needed basis at the direction of an Interim CEO while the APAP Board of Directors implemented a transition plan to move the association to its next phase. As a part of the plan, the board established the "APAP Future Working Group," a steering committee that worked closely with the full board, staff and members to guide the association's pathway of change and advancement. A search committee was also formed to select Gibson's successor and was led by board Vice Chair, Josh LaBelle. In April 2011, the APAP board of directors unanimously agreed to appoint Jim Copenhaver, current board member, as interim CEO. Jim Copenhaver requested a leave of absence and recused himself from all votes and board deliberations at that time. Copenhaver partnered with Gibson in the CEO role starting in April 2011 until her departure as President &amp; CEO, and assumed full responsibility as the Interim Chief Executive Officer on July 1, 2011. Copenhaver remained in that role until Mario Garcia Durham was selected to fill the President and CEO position in October 2011.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <ReturnReference>Form 990, Part VI, Section C, line 19</ReturnReference>
        <Explanation>The Association makes its governing documents and conflict of interest policy available to the public upon request. The Association makes its audited financial statements available to the public on its website.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <Identifier>Changes in Net Assets or Fund Balances:</Identifier>
        <ReturnReference>Form 990, Part XI, line 5:</ReturnReference>
        <Explanation>Net unrealized gains on investments: 136,007.</Explanation>
      </GeneralExplanation>
      <GeneralExplanation>
        <ReturnReference>Form 990, Part XII, Line 2c</ReturnReference>
        <Explanation>The process has not changed from prior year.</Explanation>
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          <City>Washington</City>
          <State>DC</State>
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        <PrimaryActivities>Management fees to cover cost of salaries, fringe benefits, rent &amp; utilties.</PrimaryActivities>
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