Our Research Papers are where we document the range, reach, or economic and community impacts of nonprofit cultural activity.
When faced with uncertainty or the prospect of loss, organizations with adequate savings can plan the best path forward, knowing that a deficit won’t put them out of business.
This report, published in partnership with The Wallace Foundation, is based on research conducted during August and September of 2020 investigating the elements of successful strategies employed by high-performing arts organizations that primarily serve communities of color.
Aimed at helping arts and cultural organizations consider key questions and variables as they plan for reopening and a post-COVID-19 future, this report estimates the pandemic’s effect on the nonprofit arts sector and identifies three critical propositions and four prompting questions for consideration.
A new report from SMU DataArts and Theatre Communications Group provides insights, analysis, and recommendations to help theatre advocates and leaders support these cultural organizations during vulnerable times.
Quarterly Reports are where we dig in-depth on topics that effect art organizations across various sectors and budget sizes, across the country. The Reports features data visualizations and observations from the field with the goal of promoting discussion and learning amongst art leaders.
Based on data collected from over 2,500 different cultural organizations between 2016 and 2019, we examine the financial health of cultural organizations by size, sector and location to help inform funders and board members about where support may be needed now and debunk preconceived notions about certain sectors.
How prepared were organizations to weather the downturn brought about by the pandemic, and how can pre-pandemic data help organizations and funders rebuild for the future? The Working Capital Report provides insights into the arts and cultural organization’s average number of months of working capital which shows how long an organization can survive at its current expense size in the absence of revenue.
We studied the relationship between total earned operating revenue, earned relational revenue, and expenses for arts and cultural organizations.
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