From Non-Profit Times: In “Exit Agreements for Nonprofit CEOs: A Guide for Boards and Executives” that appears in the Fall/Winter 2013 issue of The Nonprofit Quarterly” Tom Adams, Melanie Herman and Tim Wolfred suggest that the following should be key considerations in drafting exit agreements
From Wall Street Journal: High-culture attendance numbers have been shrinking for more than a decade. Even the New York City Opera wasn't too big to fail. But here's a thought: Could it be that some of these institutions should disappear?
From FastCompany: Because it can be seen as taking time and money away from helping people, nonprofits often devote little or no time to developing their own brands. But this can be a huge mistake.
From Huffington Post: I am always amused (disturbed?) when someone attached to a not-for-profit arts organization (usually a board or staff member) rationalizes an annual deficit with: "Every opera company/symphony/ballet company has a deficit."
Tell that to the Oregon Symphony, which has been in the black two years in a row. As reported in an illuminating article by Anne Adams in the Portland Monthly, the Symphony earned a surplus of over $190,000 on an annual budget of $13.9 million during the 2010/11 season.
From Michael Kaiser at Huffington Post: I have witnessed financial meltdowns of so many arts organization and can only imagine the scene in the board room: Typically different factions emerge. There are the 'arts lovers' who worry for the health and happiness of the musicians and the quality of the orchestra. This group is passionate about the mission of the orchestra; they argue that more money must be found for the symphony and that any diminution in number of musicians or their salaries will result in an unacceptable reduction in quality. Unfortunately, this group typically has the fewest resources to contribute which reduces their power in board room discussions.
From Doug Borwick, Director of Arts Management at Salem College: The arts began as collective activity around the campfire, expressions of community. In a very real sense, the community owned that expression. Over time, with increasing specialization of labor, the arts– especially Western “high arts”– became distanced from the community. Today the survival of established arts organizations hinges on their ability to shorten that distance. Engagement is important; engaging matters.
In honor of Theater Communications Group's 50th Anniversary, the performing arts service organization solicited "what if" manifestos for their upcoming annual conference. This "What if" is pointed in the direction of the the non-profit business model by asking what would happen if resident theaters abandoned up their non-profit status.
From Kivi Leroux Miller: This 22-page report reveals what 780 nonprofits think are the most important (and least important) communications tools for 2011, and much more including
* How often nonprofits plan to email their typical supporters
* How often they plan to send direct mail
* How online marketing tools including social media compare in importance to more traditional and offline tools
* What excites nonprofit marketers about 2011
* What scares nonprofit marketers about 2011