How might we, as leaders in the cultural sector, be critical, formative drivers of building the vision for a new economy?
The question of how an organization financially sustains a plastic baling twine recycling program in a rural community has been nagging me. Facilitating up-cycle exhibits featuring this material helps to raise awareness, but it doesn’t begin to address the problem.
There’ve been many great responses to today’s posts and there are so many smart people…
What we do truly mean when we say that we are under-resourced?
Last January, at NAS’ Chief Executive Program convening The New Nature of Relevance, I listened…
A wise person* once observed that it isn’t until that the tide goes out that…
Changes in the environment – economic, demographic and social – may challenge the health of…
The minimalist ratings of nonprofit organizations, using overhead and fundraising ratios, are deeply flawed. Are…
Michael Granof, a professor of accounting at the University of Texas at Austin, talks about the importance of relating dollars to objectives.
Michael Granof, a professor of accounting at the University of Texas at Austin, suggests that when making program decisions the only costs that really matter are those that will change as a result of the decision.
Michael Granof, a professor of accounting at the University of Texas at Austin, talks about the behavior of costs and the importance of clearly defining the activity to be outsourced.
Peter Frumkin, a Professor of Social Policy and Faculty Director of the Center for Social Impact Strategy, both at the University of Pennsylvania, explains the concept of logic models and how cultural organizations might use them.
Peter Frumkin, a Professor of Social Policy and Faculty Director of the Center for Social Impact Strategy, both at the University of Pennsylvania, suggests that arts and culture organizations must develop flexible financial models.
Peter Frumkin, a Professor of Social Policy and Faculty Director of the Center for Social Impact Strategy, both at the University of Pennsylvania, talks about classifying all the things you do in terms of the financial and social return.
Peter Frumkin, a Professor of Social Policy and Faculty Director of the Center for Social Impact Strategy, both at the University of Pennsylvania, discusses the importance of measuring multiple dimensions of organizational performance.
In October 2011, three senior arts and education practitioners brought together 40 participants from 15 organizations in the UK to address practical and effective ways to strengthen the real value of the arts, thereby sustaining their varied revenue streams.
We recently announced a new pricing model for Business of Arts and Culture seminars in…
Peter Kim, Gail Perreault and William Foster of the Bridgespan Group argue organizations often have a clearer vision of what their programs will be in five years than of the funding that will support them. They offer a road map for leaders seeking to develop appropriate funding models for their organizations.
Interesting new research from Christopher Marquis and Matthew Lee at Harvard Business School on key structural drivers of corporate philanthropy, including gender, CEO tenure, and board structure.
The two sides of strategy: collaboration and competition, covered in the book “Give Smart: Philanthropy that Gets Results”
This piece from last week’s Marketplace is good food for thought given the increasing competition for audiences’ time and money.
The arts aren’t under the microscope of evidence-based funding today, but this shift in the thinking around us is already starting to inform the thinking of the program officers and donors upon which we rely.
Given the challenges facing both those who have facilities and those who want access to facilities, are there opportunities for communities to work together to overcome these challenges?
An interesting article on the relationship of trust between charities and the public.
Douglas McLennan, Editor of ArtsJournal, discusses the changing landscape for commercial and nonprofit arts and culture organizations.
A global discussion to define and track the things that make a society capable of social innovation.
In this article Clara Miller, President and CEO of the Nonprofit Finance Fund, identifies nonprofit best practices and assumptions which have amplified the impact of the economic downturn on many organizatio
This brief highlights trends in the number and finances of 501(c)(3) public charities, as well as key findings on private charitable contributions and volunteering, two vital resources to the nonprofit sector.
A friend in the banking world recently gave me this book, and as we consider why the arts are so essential to healthy societies it makes for interesting reading.
A great resource for board members and staff members to test knowledge and learn more about operating (sometimes called cash) reserves.
Tracy S. Harris, Chief Financial Officer of The BondFactor Company and NAS board member, talks about the importance of leveraging resources.
Tracy S. Harris, NAS board treasurer, talks about the aftermath of the economic downturn.
Tracy S. Harris, NAS board treasurer, talks about economic recovery for arts and culture organizations.
A paper written by NAS President and CEO Russell Willis Taylor in 2006 for the Doris Duke Charitable Foundation discusses the tradition, benefits, and necessity of endowment funds in the arts.
We investigated financial management at leading arts organizations to understand how their practices could be used across the arts sector. With funding from The James Irvine Foundation, we developed a framework and publication.
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