2011 Portfolio Annual Meeting Presentation

Sep 19, 20112 likes266 views

An overview of the key findings from the 2011 Portfolio, along with recommendations presented by Cultural Alliance President Tom Kaiden at the Cultural Alliance 2011 Annual Meeting. Visit the main Portfolio page for a full transcript of Mr. Kaiden’s speech. http://www.philaculture.org/research/2011-portfolio

Organizations Participating in Portfolio Trend 108 Trend 276

Sector Is Operating in the Red Operating Margin: Unrestricted Revenue vs. Expenses, Excluding Investments +2% Break Even 2007

+2% -9% Break Even 2007 2009 Sector Is Operating in the Red Operating Margin: Unrestricted Revenue vs. Expenses, Excluding Investments

Expenses Are Relatively Flat Salaries and Benefits +8% Professional Services +6% Artistic/Programmatic +1% Services Physical Plant -1% Communications +8% TOTAL +4%

Contributed Income 2009 (Revenues) Break Even -$12.1M -$40.1M -$10.1M

Break Even Contributed Income 2009 (Revenues) -$12.1M -$40.1M -$10.1M $23.6M

Earned Income 2009 Investments/ Interest Admissions Special Events Break Even -$424.8M -$29.5 $19.3

Total Endowment and Other Investment Values 2007-2009

Investments Compared to Market Trailing average return for 12 month period ending in each given month. S & P 500 Index Lipper Balanced Fund Index 2011 Portfolio

1% Earned Income Excluding Investments/Interest -1%

Bucking the Trend National Arts Index (AFTA) NEA Survey (SPPA)

Bucking the Trend National Arts Index (AFTA) NEA Survey (SPPA) 2011 Portfolio

8% 5% Bucking the Trend 5% Attendance 8% Membership & Subscriptions

Bucking the Trend 5% Attendance 8% Membership & Subscriptions 20% Individual Giving

Admissions, Tickets, & Tuitions Total $339.1m Categories of Revenue from Individuals Increased $47million

Admissions, Tickets, & Tuitions Memberships & Subscriptions Total $339.1m Categories of Revenue from Individuals Increased $47million

Admissions, Tickets, & Tuitions Memberships & Subscriptions Total $339.1m Individual Contributions Total $386.0m Categories of Revenue from Individuals Increased $47million

Total Employment at Portfolio organizations: 24,268 Positions

Inspirational AND Affordable Admission Price 1/3 the Cost of Production Median $15 Admission Price

Median Admission Price $15 Median $15 Admission Price Median cost of $48 Production Inspirational AND Affordable Admission Price 1/3 the Cost of Production

Inspirational AND Affordable 52% of Admissions are Free

We Worked Harder and Smarter FTE Positions # of Events -2% Break Even

Cuts to Administrators Deeper Than Cuts to Artistic and Programmatic Staff Artist and Program -1% Break Even

Cuts to Administrators Deeper Than Cuts to Artistic and Programmatic Staff Fundraising and General Artist and Program -1% Break Even

Volunteer and Board Positions Volunteers + Board: 38,000 Paid: 24,000 Paid Positions Board Volunteers

Volunteers Were Essential 30% of all hours worked were donated. Small orgs: More than 50% of hours donated. Staff Volunteer

A Shift to Independent Contractors More than 50% employed as independent contractors. Independent: 52% Full-time: 20% Part-time: 28% Independent Full-time Part-time

Facilities-Related Expenses Declined 44% Including Major Repairs M M

Fundraising Campaigns 2007-2009 57 47 2007 2009 Capital Campaigns

57 47 31 19 Fundraising Campaigns 2007-2009 2007 2009 2007 2009 Capital Campaigns Endowment Campaigns

Technology Relationships Engage Individuals

Technology Engage Individuals Relationships Personal Stories

External Forces Bottom-up Planning Love Thy Labor

Capitalization Move to New Models Strategic Alliances

Capitalization Move to New Models Strategic Alliances Funding

Photo: Vincent J. Brown Photo by B. Krist for GPTMC

The 2011 Portfolio was made possible by The Pew Charitable Trusts, PNC, and the William Penn Foundation. Additional support was provided by the Dolfinger-McMahon Foundation.

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2011 Portfolio Annual Meeting Presentation

1. ��

2. Organizations Participating in Portfolio Trend 108 Trend 276

3. ��

4. ��

5. Sector Is Operating in the Red Operating Margin: Unrestricted Revenue vs. Expenses, Excluding Investments +2% Break Even 2007

6. +2% -9% Break Even 2007 2009 Sector Is Operating in the Red Operating Margin: Unrestricted Revenue vs. Expenses, Excluding Investments

7. Expenses Are Relatively Flat Salaries and Benefits +8% Professional Services +6% Artistic/Programmatic +1% Services Physical Plant -1% Communications +8% TOTAL +4%

8. Contributed Income -19%

9. Contributed Income 2009 (Revenues) Break Even -$12.1M -$40.1M -$10.1M

10. Break Even Contributed Income 2009 (Revenues) -$12.1M -$40.1M -$10.1M $23.6M

11. Earned Income -62%

12. Earned Income 2009 Investments/ Interest Admissions Special Events Break Even -$424.8M -$29.5 $19.3

13. Total Endowment and Other Investment Values 2007-2009

14. Investments Compared to Market Trailing average return for 12 month period ending in each given month. S & P 500 Index Lipper Balanced Fund Index 2011 Portfolio

15. 1% Earned Income Excluding Investments/Interest -1%

16. Attendance 5%

17. Bucking the Trend NEA Survey (SPPA)

18. Bucking the Trend National Arts Index (AFTA) NEA Survey (SPPA)

19. Bucking the Trend National Arts Index (AFTA) NEA Survey (SPPA) 2011 Portfolio

20. ��

21. ��

22. 5% Attendance Bucking the Trend 5%

23. 8% 5% Bucking the Trend 5% Attendance 8% Membership & Subscriptions

24. Bucking the Trend 5% Attendance 8% Membership & Subscriptions 20% Individual Giving

25. Admissions, Tickets, & Tuitions Total $339.1m Categories of Revenue from Individuals Increased $47million

26. Admissions, Tickets, & Tuitions Memberships & Subscriptions Total $339.1m Categories of Revenue from Individuals Increased $47million

27. Admissions, Tickets, & Tuitions Memberships & Subscriptions Total $339.1m Individual Contributions Total $386.0m Categories of Revenue from Individuals Increased $47million

28. Total Employment at Portfolio organizations: 24,268 Positions

29. Inspirational AND Affordable Admission Price 1/3 the Cost of Production Median $15 Admission Price

30. Median Admission Price $15 Median $15 Admission Price Median cost of $48 Production Inspirational AND Affordable Admission Price 1/3 the Cost of Production

31. Inspirational AND Affordable 52% of Admissions are Free

32. ��

33. ��

34. We Worked Harder and Smarter FTE Positions # of Events -2% Break Even

35. Cuts to Administrators Deeper Than Cuts to Artistic and Programmatic Staff Artist and Program -1% Break Even

36. Cuts to Administrators Deeper Than Cuts to Artistic and Programmatic Staff Fundraising and General Artist and Program -1% Break Even

37. Sector’s Compensation Remained Low

38. Sector’s Compensation Remained Low

39. Volunteer and Board Positions Volunteers + Board: 38,000 Paid: 24,000 Paid Positions Board Volunteers

40. Volunteers Were Essential 30% of all hours worked were donated. Small orgs: More than 50% of hours donated. Staff Volunteer

41. A Shift to Independent Contractors More than 50% employed as independent contractors. Independent: 52% Full-time: 20% Part-time: 28% Independent Full-time Part-time

42. Facilities-Related Expenses Declined 44% Including Major Repairs M M

43. Continued Investment in Marketing

44. Shift to Online Marketing $1.29M $869K

45. Fundraising Campaigns 2007-2009 57 47 2007 2009 Capital Campaigns

46. 57 47 31 19 Fundraising Campaigns 2007-2009 2007 2009 2007 2009 Capital Campaigns Endowment Campaigns

47. Engage Individuals

48. Photo by G. Widman for GPTMC

49. Technology Engage Individuals

50. Technology Relationships Engage Individuals

51. Technology Engage Individuals Relationships Personal Stories

52. PROOF

53. Technology Engage Individuals Relationships Personal Stories

54. Love Thy Labor

55. ��

56. External Forces Love Thy Labor

57. External Forces Bottom-up Planning Love Thy Labor

58. Move to New Models

59. Move to New Models

60. Capitalization Move to New Models

61. Capitalization Move to New Models Strategic Alliances

62. Capitalization Move to New Models Strategic Alliances Funding

63. ��

64. ��

65. ��

66. ��

67. Photo: Vincent J. Brown Photo by B. Krist for GPTMC

68. ��

69. ��

70. ��

71. ��

72. ��

73. Photo: Vincent J. Brown

74. ��

75. The 2011 Portfolio was made possible by The Pew Charitable Trusts, PNC, and the William Penn Foundation. Additional support was provided by the Dolfinger-McMahon Foundation.

Editor's Notes

#2: Need hi-res version. Overlay portfolio logo on image.
#5: Need hi-res version. Overlay portfolio logo on image.
#6: Nick: remove blue sections. Just show green and red, and scale them up. Re-label horizontal line as “Break Even”.
#7: Nick: remove blue sections. Just show green and red, and scale them up. Re-label horizontal line as “Break Even”.
#9: Kristian: red down arrow 19%, labeled “Contributed Income”
#10: Kristian: Graph: horizontal line is “Break Even”, bars show increase or decrease 2009/2007.
#11: Kristian: Graph: horizontal line is “Break Even”, bars show increase or decrease 2009/2007.
#12: Kristian: red down arrow 62%, labeled “Earned Income”.
#13: Nick:
#16: Nick:
#17: Kristian: Three �ݺ�ߣs, three graphic elements, each a large blocky arrow with a +5% (attendance), +8% (memberships/subscriptions revenues), +20% (individual giving revenues).
#18: Replace CEI with Portfolio +5% increase. Have them show up in reverse order: Portfolio (Orange), AFTA then NEA.
#19: Replace CEI with Portfolio +5% increase. Have them show up in reverse order: Portfolio (Orange), AFTA then NEA.
#20: Replace CEI with Portfolio +5% increase. Have them show up in reverse order: Portfolio (Orange), AFTA then NEA.
#23: Kristian: Three �ݺ�ߣs, three graphic elements, each a large blocky arrow with a +5% (attendance), +8% (memberships/subscriptions revenues), +20% (individual giving revenues).
#24: Kristian: Three �ݺ�ߣs, three graphic elements, each a large blocky arrow with a +5% (attendance), +8% (memberships/subscriptions revenues), +20% (individual giving revenues).
#25: Kristian: Three �ݺ�ߣs, three graphic elements, each a large blocky arrow with a +5% (attendance), +8% (memberships/subscriptions revenues), +20% (individual giving revenues).
#29: Kristian: 11 �ݺ�ߣs, build up into a block with different colors running together. Superimpose category names over top of each colored group. No numbers needed, except total ( 24,268 Positions) at the very end.
#30: Kristian: 2 �ݺ�ߣs. Show green dollar first, then red dollar. Superimpose larger numbers on bills.
#31: Kristian: 2 �ݺ�ߣs. Show green dollar first, then red dollar. Superimpose larger numbers on bills.
#33: Photo of kid(s). Karim: ask Theresa. Put title on top.
#34: Photo of kid(s). Karim: ask Theresa. Put title on top.
#35: Clean this up
#36: Use our graph format
#37: Use our graph format
#38: Split in two, blue comes up 2nd
#39: Split in two, blue comes up 2nd
#40: piechart
#42: Graph pie chart
#44: Would switch this with internet increase
#45: Would switch this with internet increase
#46: 2 bar charts showing decrease in capital campaigns and endowment campaigns
#47: 2 bar charts showing decrease in capital campaigns and endowment campaigns
#64: Photo of kid(s). Karim: ask Theresa. Put title on top.
#65: Photo of kid(s). Karim: ask Theresa. Put title on top.
#66: Photo of kid(s). Karim: ask Theresa. Put title on top.
#67: Photo of kid(s). Karim: ask Theresa. Put title on top.
#68: Photo of kid(s). Karim: ask Theresa. Put title on top.
#69: Photo of kid(s). Karim: ask Theresa. Put title on top.
#70: Photo of kid(s). Karim: ask Theresa. Put title on top.
#71: Photo of kid(s). Karim: ask Theresa. Put title on top.
#72: Photo of kid(s). Karim: ask Theresa. Put title on top.
#73: Photo of kid(s). Karim: ask Theresa. Put title on top.
#74: Photo of kid(s). Karim: ask Theresa. Put title on top.

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2011 Portfolio Annual Meeting Presentation

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