This list, written by The Stevens Group at LarsonAllen, defines seven clear characteristics that can be used to qualify a nonprofit as officia

The ways in which many museums define success is highly problematic.

If you are thinking about using Financial SCAN, the executive director of Diversified Community Services discusses how this tool helps to keep

Peter Kramer of the Nonprofit Finance Fund composes a set of concise indicators that can more effectively and thoroughly assist a nonprofit in


Coming from Nonprofit Webinars, this presentation breaks metrics down to the very basic level—what they are, what needs to be measured, why metrics matter, etc. Make sure to click the video tab to hear the presentation that accompanies the slides.

This article discusses one important technique for cash-strapped organizations: developing a payables strategy. Do you have one?

This report outlines how social entrepreneurship can increase fiscal stability for nonprofits, while remaining true to the organization’s mission; also known as the “Double Bottom Line”. The possibilities for arts organizations are limitless!

A press release from Americans for the Arts breaks down recent numbers regarding arts philanthropy from the corporate sector. Also addressed is the connection between arts giving and a company’s bottom line.

The Business Committee for the Arts Survey which provides detailed information can also be foundhere.

Interesting thought piece by Michael Kaiser of the Kennedy Center for the Performing Arts on the pervasive notion of accepting financial deficits as “normal.”

The Nonprofit Operating Reserves Initiative Workgroup is a collaborative effort of experienced individuals representing multiple facets of the non-profit sector. Their efforts have resulted in a white paper: Maintaining Nonprofit Operating Reserves, An Organizational Imperative for Nonprofit Financial Stability.
The Operating Reserve Policy Toolkit for Nonprofit Organizations.

The Chronicle of Philanthropy offers an article for those involved with nonprofits of under-$1 million budgets. Several tips are given that can help an arts administrator keep their eye on positive results, especially in turbulent economic times.


This 2007 New York Times article offers a pre-Recession perspective at charities that looked to merge certain operations to combat fiscal difficulties. One particular aspect covered that continues to this day is the combining of developmental staffs, with a conglomerated group of people responsible for fundraising for a few nonprofits. Opportunities for applying to the arts and culture field abound.

In Chattanooga, three cultural institutions partnered to increase their bottom lines and bring a renaissance to their community as a whole.