ArtsManaged Field Notes

ArtsManaged Field Notes

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accounting

Defining and deploying capital
Arts organizations may be nonprofits, but they still require durable capacity to make art work.
 • E. Andrew Taylor
Reliable revenue in a project world
Episodic income is a central challenge of arts management practice
 • E. Andrew Taylor
Two sand traps of the 'red ink' business
Creative and connected work can depend on what's in your wallet.
 • E. Andrew Taylor
Overhead is undervalued
Indirect costs aren't (usually) a sign of waste. They're part of the puzzle that makes the mission work.
 • E. Andrew Taylor
The choreography of cash
A thriving arts enterprise gives every dollar a job. But dollars arrive at different times.
 • E. Andrew Taylor
Flip the script on your money narrative
Your income statement tells the tale of how (and why) money drives your business. Don't share the wrong story.
 • E. Andrew Taylor
In capitalism, it's helpful know what capital is
Defining and deploying durable capacity to make art work.
 • E. Andrew Taylor
Arts Management and the ampersand
Your most impactful purpose and process in managing the arts is to connect.
 • E. Andrew Taylor
The beautiful budget, revisited
It may look buttoned-up and boring, but a budget is a complex work of human expression worthy of creative attention.
 • E. Andrew Taylor
Flipping the financial script
Your income statement tells the tale of how (and why) money drives your business. Don't share the wrong story.
 • E. Andrew Taylor
The rollercoaster of cash flow
Even a budget that tells a positive story can have gut-wrenching plot twists along the way.
 • E. Andrew Taylor
Sunsetting a nonprofit
The nonprofit arts organization was designed to be durable, not indelible.
 • E. Andrew Taylor
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