2014 State of the Nonprofit Sector Survey Arts & Culture
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1 2014 State of the Nonprofit Sector Survey Arts & Culture Filter the results yourself at Based on a nationwide survey of nonprofit cultural leaders conducted by Nonprofit Finance Fund, January-February
2 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 1
3 About Nonprofit Finance Fund (NFF): Tailored Investments, Strategic Advice, Accessible Insights Since 1980, we ve helped funders, nonprofits, and other mission-driven organizations connect money to mission. Our services help great organizations stay in balance, so that they re able to adapt to changing financial circumstances and grow and innovate when they re ready. As a leading community development financial institution, NFF has provided over $287 million in loans and access to additional financing via grants, tax credits, and capital to support over $1.4 billion in projects for thousands of organizations. Since our founding, NFF has been helping arts and cultural organizations solve their financial challenges and plan for a more vibrant, healthy future. We have worked with more than 1,300 arts organizations across the country, from small neighborhood-based community centers to large performing arts organizations and museums. 2
4 NFF s Annual Survey: Linking Practice, Data, and Action Phase 1: Building on NFF s Advisory & Lending practice, we develop survey content, collect unbiased data, and share what we learn with the field. Phase 2: Our data analysis informs our Advisory & Lending practice, in a feedback loop of learning. Phase 3: We work with experts, advocates, funders and others to put the data in service of systems-level change. Develop hypotheses of NPO experiences through on-the-ground work Test hypotheses through data collection High-level analysis of results Share what we learn with the field Deeper analysis of subsets of survey data Provide practical advice and facilitate dialogue among funders, NPOs, advocates, gov t Support systemic change 3
5 Of 5,019 total respondents, 919 organizations identified as Arts, Culture, & Humanities. Organizations represent a wide range of sub-sectors and budget sizes. 417 in 2010 Growing # of respondents 919 in 2014 Arts Respondents, by Sub-Sector Other 11% Visual art and/or craft (nonmuseum) 4% Unidentified 2% Arts education 6% Arts service 5% Dance 8% Arts Respondents, by Operating Expense >$5M 18% 0% $0-$250K 24% Theatre 15% Multi-disciplinary 15% Symphony orchestra 5% Performing arts presenter 8% Opera 2% Music (nonorchestra) 6% Museum 13% $1M-$5M 30% $250K-$1M 28% 4
6 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 5
7 Program demand among arts & culture respondents continues to grow, but at a slower pace than across the nonprofit sector. Program Demand: Arts Program Demand: Non-Arts 18% 17% 28% 24% 8% 8% 4% 1% 20% 18% 28% 28% 6% 5% 3% 4% 2% 1% 17% 13% 11% 16% 15% 11% 54% 58% 74% 64% 69% 79% 78% 82% 87% 80% 82% 88% (anticipated) (anticipated) Increased Stayed the same Decreased 6
8 A majority of cultural organizations are keeping up with rising demand for their programs. Organizations Met Demand (excluding arts)? Yes No 38% 62% Were you able to meet demand? No 33% Yes 67% 7
9 Organizations report increasing demand for programming that is interactive, affordable, and appealing to all ages. Audiences want programming that is participatory and affordable. Trends are the same everywhere: reduced reliance on the experts and increased self-propelled activity. - Arts service nonprofit, California Audiences are demanding free programs that contain social components and interactive elements. They want programs that cater to a variety of age ranges, so that they are able to bring their family. - Museum, Florida Participatory programs are in high demand. People want to be actively involved. I think it's an extension of the fact that everyone can participate in everything (YouTube, Facebook, Twitter). The power of authoritative institutions is being called into question. - Museum, Georgia 8
10 Arts & culture organizations are pursuing a range of strategies (e.g., program adaptation, data collection, targeted marketing) to build and engage their audience/visitor base. How are arts organizations developing and engaging audiences/visitors? Developing programs that are relevant for target audiences or visitor segments 71% Collecting data on audience/visitor preferences and behaviors 59% Implementing new marketing strategy(ies) 56% Engaging audiences/visitors through technology 53% Offering participatory programming 53% Offering cultural experiences in unconventional spaces 46% Implementing new pricing model(s) 29% Involving audiences/visitors in program planning 26% We did not make a meaningful investment in development or engagement strategies 4% 0% 10% 20% 30% 40% 50% 60% 70% 80% 9
11 65% of arts respondents report growth in their audience/visitor base as a result of engagement strategies. However, far fewer report positive financial return on their investments. Results from audience/visitor development Our audience/visitor base grew 65% Our donor base grew 47% We attracted younger audiences/visitors 44% We attracted an audience/visitor segment that is more representative of our community Our ticket revenue grew 33% 33% Our surplus/deficit improved 25% Our financial results have not improved 14% The number and composition of audiences/visitors has not changed We saw some audience/visitor segments decline 5% 8% Don t know 5% 0% 10% 20% 30% 40% 50% 60% 70% 10
12 Organizations do not feel overly threatened by competition from other arts and non-arts experiences. Of those who did experience competition, <15% reported financial ramifications. How has increased competition impacted your organization? (selected all that apply) Decline in overall attendance 11% Decline in repeat attendance 7% Downward pricing pressure 11% Lower earned revenue 13% Lower contributed revenue 12% Declining bottom line 6% We have not experienced increased competition 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% 11
13 Arts & culture organizations cite some of the positive effects of competition: stronger programs, a more engaged audience, and opportunity for collaboration. A rising tide raises all boats. If people are interested in experiencing the arts, that helps us. - Theatre, California As we become the dominant cultural organization in our community, we experience the inverse of competition opportunities to be generous to struggling organizations. - Museum, California More activity in the field of experimental arts only strengthens our programs and builds a more open & educated audience. - Theatre, New York We cooperate with other organizations to build audiences for all of us. - Orchestra, Utah 12
14 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 13
15 71% of arts & culture organizations reported break-even or better operating results in Ended FY2013 (non-arts): Deficit Break-Even Surplus 28% 39% 33% Financial results: FY 2013 vs. anticipated FY 2014 Ended FY'13 with... 30% 25% 46% Anticipate ending FY'14 with 15% 42% 32% 11% 0% 20% 40% 60% 80% 100% Deficit Break-even Surplus Unable to predict 14
16 Trend data show declines in the percentage of arts organizations reporting deficits. Arts Respondents: ended the year with Non-arts Respondents: ended the year with 32% 42% 44% 42% 46% 36% 44% 44% 40% 39% 31% 21% 23% 26% 25% 28% 22% 25% 32% 33% 37% 38% 34% 31% 30% 36% 33% 30% 28% 28% Deficit Break-even Surplus 15
17 Despite improving annual results, 41% of arts & culture groups persistently report having fewer than 3 months of cash. Months of cash (non-arts): 11%: <1 month 22%: 1-2 months 46%: 3-6 months 21%: >6 months 38% 25% say they added to reserve funds, while 17% said they drew down reserves. 16% 25% 21% Cash may be restricted or earmarked to future programs or time periods. NFF strongly recommends that organizations also calculate months of liquid net assets to understand the funds actually available to pay the bills: <1 Month 1-2 Months 3-6 Months >6 Months Unrestricted net assets (property & equipment associated debt) / (total expenses / 12) 16
18 Liquidity is a greater concern for organizations with smaller budgets. Trends vary by artistic discipline, with museums & performing arts presenters reporting more cash than theatres and dance companies. % arts groups reporting <3 months of cash (by budget size) % reporting <3 months of cash (by organization type) 60% 50% 40% 30% 43% 55% 34% 41% 29% 60% 50% 40% 30% 55% 27% 35% 44% 48% 45% 20% 20% 10% 10% 0% <$500K $500K-$1M $1-$5M $5-10M >$10M 0% 17
19 Nearly 50% of arts respondents cite achieving longterm financial sustainability as their greatest challenge. Greatest Challenges Arts Respondents are Facing (respondents chose up to 3) Achieving long-term financial sustainability 47% Not enough staff Marketing, outreach, and community engagement Diversifying funding sources Developing cash reserves Raising unrestricted revenue Managing or pursuing growth Raising funding that covers full costs 22% 21% 19% 16% 14% 13% 13% "The local economy is still struggling. This will make it a challenge for us to balance our need for additional revenue for longterm sustainability with our wish to keep prices low for our customers who can't afford much for entertainment. - Theatre, Oregon Having regular, reliable cash flow 11% Measuring impact 11% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 18
20 Financial challenges notwithstanding, program and audience expansion continued apace for many. (Notably, collaboration is less prominent in the arts than other sectors.) Program-related Actions Taken in 2013 Add or expand programs or services 50% 53% Increase the number of people served or audience reached 46% 44% Collaborate with another organization to improve/increase programs or services offered 44% 50% Upgrade hardware or software to improve service or program delivery 25% 30% Expand geographies served Use, purchase, or upgrade software specifically to capture data on program impact Increase amount of service per client or programs per visitor/audience member 20% 19% 16% 12% 15% 26% Reduce or eliminate programs or services 11% 18% Arts Non-arts 0% 10% 20% 30% 40% 50% 60% 19
21 However, arts & culture nonprofits invested less in personnel (through hiring, salaries & professional development) than the greater nonprofit sector. Personnel-related Actions Taken in 2013 Hire staff for new positions 44% 52% Give raises 39% 44% Invest money or time in professional development for staff Make replacement hires Engage more closely with your board through more frequent reports and meetings Retain all existing personnel 36% 36% 35% 36% 32% 32% 50% 49% Rely more on volunteers 25% 31% Invest money or time in coaching or training for executive leadership 20% 30% 0% 10% 20% 30% 40% 50% 60% Arts Non-arts 20
22 What top management strategies did arts & culture groups undertake to improve their situation? Many focused on planning. Few launched capital campaigns or purchased/renovated facilities. Conduct long-term strategic or financial planning 37% Upgrade hardware or software to improve organizational efficiency 36% Use outside help to improve financial knowledge or capacity 23% Collaborate with another organization to reduce administrative expenses 22% Pursue an earned revenue venture 21% Undergo organizational restructuring 16% Launch a capital campaign 11% Purchase a facility, or renovate a facility you own 8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 21
23 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 22
24 Addressing unhealthy finances will require more candid grantmaker-grantee dialogue. Respondents report comfort in talking to funders about program expansion, but not long-term financial needs. My organization can have open dialogue with funders about Expanding programs 53% General operating support 36% Acquiring or renovating a facility 22% Multi-year funding I do not feel that my funders are willing to engage in open dialogue about these topics Developing reserves for operating needs (money for rainy day) Working capital (cash flow needs) Developing reserves for long-term facility / fixed asset needs Flexible capital for change/growth (including impact investing products) Other reserves or topics 3% 12% 12% 11% 9% 9% 21% We launched a special campaign dedicated to risk capital. It is a hard case to make, and fundraising has been slow but steady. But it's really proving to be a game changer. The case is that we need support that works outside the bounds of our annual budget so we can say 'yes' to different kinds of projects. - Theatre, Washington, DC Paying off loans 2% 0% 10% 20% 30% 40% 50% 60% 23
25 General operating support & grants for expanding programs were the most common types of funding received. Far fewer organizations received funding for flexible capital and reserves. The most helpful funding is multi-year, significant general operating support with partners that have a committed relationship with our institution. Funding received in the past year General operating support Expanding programs Multi-year funding 30% Acquiring or renovating a facility 18% 44% 58% - Theatre, New York Working capital (cash flow needs) Flexible capital for organizational change/growth Developing reserves for operating needs (money for a rainy day) Developing reserves for artistic risktaking Developing reserves for long-term facility or fixed asset needs Paying off loans 11% 8% 8% 5% 5% 2% 0% 10% 20% 30% 40% 50% 60% 70% 24
26 It can be easier to make a compelling case for growth than for investments in capacity & capital. But program expansion often undermines financial health. The plan of we re going to grow our way out of this problem is often a poor one. -Arts nonprofit, Massachusetts Our current strategic plan doesn t focus on growth. It focuses on getting better at what we do and going deeper into what we do. It s hard to get funders excited about this message. - Youth arts nonprofit, Massachusetts 25
27 Cultural organizations report experiencing grantmaking practices both conducive to, and disruptive of, effective planning and management. Grantmaking practices experienced in the past year Faced reporting requirements that were outsized relative to the size of the grant 42% Benefited from a funder s non-monetary resources or knowledge (e.g., convenings, network-building, referrals) 33% Applied for a grant that restricted allowable overhead rate 29% Invited by a funder to openly discuss financial health and longterm financial needs Benefited from a funder s decision to streamline application and/or due diligence process 21% 21% Told by a funder that a grant award was approved because of a track record of strong financial management and surpluses 15% Invited to give input on a funder s strategy 13% Told by a funder that a grant award was denied because of a track record of surpluses and savings 3% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 26
28 While more than 40% of respondents say private philanthropists rarely or never pay full program costs, government is even less likely to offer full cost coverage. How often do funders cover the full costs of programs they intend to support? Never Rarely Sometimes Often Always N/A We have not generated adequate unrestricted operating support to maintain our operations. More and more gifts and grants have restrictions, and some even prohibit any indirect or overhead support. Collectively, we have to help the donor community know that programs cannot be offered [if they don t] contribute to our indirect costs. Local gov't State gov't Federal gov't Private/community foundations 31% 54% 63% 60% 17% 14% 28% 14% 15% 13% 8% 10% 10% 14% 9% 3% 5% 5% 3% 8% 4% 3% 5% 5% - Science center, Washington Corporations/corp orate foundations 36% 23% 19% 11% 3% 9% Individuals 33% 19% 23% 14% 9% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 27
29 Indirect cost rates from the government remain quite low. More organizations report declining than increasing rates. In 2013, what was your indirect cost rate that government paid? In the last 5 years, has the indirect cost rate that government paid declined, stayed the same, or increased? 0-3% 48% 49% 46% Declined 14% 22% 18% 4-9% 10-15% 16-25% 11% 12% 12% 11% 11% 10% 22% 23% 24% 81% Stayed the same 71% 76% 5% Increased 7% 6% 0% 20% 40% 60% 80% 100% 26-50% 7% 3% 4% 1% 51% + 2% 3% 0% 10% 20% 30% 40% 50% 60% Federal State Local 28
30 More than 40% of organizations report that government funding at the state and local levels arrives late. When do you receive payments from the government? Ahead of scheduled payment date 2% 2% 3% On scheduled payment date 1-30 days late 13% 15% 16% 52% 56% 67% Federal gov't State gov't Local gov't days late 11% 15% 16% > 90 days late 5% 9% 16% 0% 10% 20% 30% 40% 50% 60% 70% 80% 29
31 Organizations are creatively managing payment delays to avoid reducing services or cutting critical expenses. How do Arts Organizations Manage Delays in Government Payments? Use reserves 28% Use other unrestricted or earned income 17% We budget for delays in advance 16% Delay payments to vendors and/or creditors 15% Rely on a loan, line of credit, or other type of debt 13% Ask for emergency grant or pull from other program funding Downsize non-staff-related operating costs 2% 3% Downsize staff-related costs 1% Reduce services 1% Not applicable 22% 0% 5% 10% 15% 20% 25% 30% 30
32 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 31
33 Proving impact becomes increasingly important in an uncertain philanthropic marketplace. The arts & culture sector measures outcomes data less frequently than the broader nonprofit sector. How often does your organization pursue the following (related to program impact)? Never Rarely Sometimes Regularly Use an external evaluator to assess the effectiveness of our programs or services 32% 30% 31% 7% Collect program data on productivity, such as the number of clients or size of audience served 4% 6% 21% 69% Collect long-term data on how our services change the lives of our clients or audience members 22% 30% 34% 15% Collect long-term data on how our services or programs affect the community in which we live 22% 31% 32% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 32
34 Measuring impact is especially difficult for arts & culture respondents given the challenges of measurement and limited staff capacity. What are barriers to collecting, using, or improving how your organization measures the long-term impact of programs? Not enough staff or time Don't have resources to hire outside consultant to help collect data Don't have right staff expertise There are societal factors that we cannot measure affecting outcomes Can't track clients over long enough period of time Data collection isn't integrated into organizational culture / practices Don't have necessary technology or computer systems There are societal factors that we cannot control affecting outcomes Confidentiality concerns prevent us from collecting or aggregating sufficient data No one asks for it 27% 24% 20% 15% 17% 15% 24% 14% 10% 10% 12% 6% 16% 3% 8% 2% 2% 39% 44% 55% Arts Non-arts 0% 10% 20% 30% 40% 50% 60% 33
35 78% say funders rarely or never cover the costs associated with impact measurement. How often do funders cover the costs associated with impact measurement? Never 40% Rarely 38% Sometimes 18% Often 3% Always 0% 0% 10% 20% 30% 40% 50% 34
36 Table of Contents About Nonprofit Finance Fund & the Survey Program Trends: Demand, Engagement, & Competition Financial Health & Management Actions Taken Grantmaking Trends: Dynamics of Private & Public Funding Measuring Impact Conclusion: Looking Ahead & Tips for Cultural Nonprofits 35
37 Looking Ahead: Steps cultural nonprofits & their funders can take to propel change Nonprofits: Develop strategies that integrate financial planning with operational and program planning, Understand and seek funding for the full costs of projects/programs, Budget and manage to operating surpluses, Prioritize working capital and savings for periodic risk-taking and change, and Clearly communicate your financial goals, priorities and timeline in the context of your art-making. Funders: Encourage integrated planning that links program, operations, and finances to strategy, Fund projects and programs at full costs, Reward rather than penalize surpluses, Seed reserves for liquidity, risk-taking, and change, and Engage in dialogue with your staff, grantees, and peer funders about capitalization principles as a means to artistic freedom. 36
38 Nonprofit Finance Fund Where Money Meets Mission Learn more at: Interact with the data yourself at: survey.nff.org Visit our Arts Resource Page: Stay connected: Twitter.com/nff_news Facebook.com/nonprofitfinancefund 37
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