2. Introducing Our Arts & Culture Performance Indices
Mission: To be the leading provider of evidence-based insights that enable arts and cultural leaders to overcome challenges and increase impact.
To generate insights essential to our mission, we started with questions. What are the important questions to ask about organizational health and impact? What general areas of an organization’s activity should the questions address? Realistically, what areas can be examined with data? We identified the questions as well as the outcomes to examine in order to answer those questions. We refer to these outcomes as ‘indices’ since each reveals performance on one factor relative to performance on another.
Rather than re-create the wheel, we began with research into measures of health and impact already in use. We then turned to experts in a variety of areas. First, we turned to our thought partners: Nonprofit Finance Fund and TRG Arts. NFF’s Rebecca Thomas was instrumental in helping us shape all questions and indices related to financial measures. We had help shaping community engagement questions and indices from our partners at TRG Arts, the late Rick Lester, Jill Robinson, Joanne Steller and colleagues. We sought the input of arts and cultural leaders from a variety of arts disciplines and organizational sizes. In total, ten people reviewed the indices and contributed their feedback and ideas, some through multiple iterations. They gave valued insights and suggestions about what is important to ask and examine from their experience running art museums, theatre companies, dance companies, symphony orchestras, opera companies and performing arts centers. Others we tapped have considerable cross-sector experience as arts consultants and helped us to see issues from a variety of vantage points (see Acknowledgements).
Once we decided what questions to ask, we determined what would be the necessary pieces of information to examine in order to answer the questions, and whether or not we had those pieces in hand. In total, we have identified 184 indices to examine over time, each of which provides insights into one of the questions. We have data to answer 128 of them, or 70% of the questions, and we know what data we need to work towards gathering in order to answer the rest.
These questions fall into 9 general areas that all involved agreed were important to address:
Contributed Revenue, Earned Revenue, Expenses, Marketing Impact, Bottom Line, Balance Sheet, Community Engagement, Program Activity, and Staffing.
In this second report we take a deep dive on 26 of the 128 indices, presenting many as comparative measures (e.g., operating bottom line with and without depreciation). We re-examine the 8 indices from the inaugural report with updated data and we add new measures including one for the Staffing area, which was not addressed in the inaugural report. We will tackle new sets of questions and indices in future reports.
We heard from many people in the field following our inaugural report in Fall 2013 and their input has shaped this second volume. A number of the new indices are presented in response to calls for greater nuance on points of comparison for some measures. We went back to numerous advisors and friends in the field for their counsel on the measures, findings, and interpretation of findings, including Maxwell Anderson, Anne Bergeron, Naomi Grabel, Rebecca Thomas, and Jill Robinson and the TRG staff. Kate Levin, the inaugural NCAR Fellow, offered insights that were instrumental to many of the comparative analyses between indices provided in volume two.
The Indices
We examine these 26 questions and related indices in this second report:
[DESIGN: the “Want to see our index formula?” should come up from each index’s main page. The “What CDP survey line items did we use?” should come up when someone has clicked through to the ‘want to see our index formula’ descriptions.
Contributed Revenue
Question 1: “What is the fundraising return on investment?”
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Return on Fundraising Index: Total Contributed Revenue/Total Fundraising Expenses (including staff costs)
Total Contributed Revenue: Includes the annual unrestricted, temporarily restricted, and permanently restricted contributions from individuals, corporations, foundations, and government agencies that derive no direct benefit from products or services of the organization in exchange for the funds. It also includes parent organization support, in-kind contributions, net assets released from temporary restriction, revenue from special fundraising events, united arts funding, and tribal and related organization contributions.
Total Fundraising Expenses: All expenses related to fundraising, including fundraising staff salaries and fringe since employee efforts are part of the greater investment in fundraising.
What CDP survey line items did we use?
Return on Fundraising Index: Total Contributed Revenue/Total Fundraising Expenses (including staff costs)
Total Contributed Revenue : Section 3 Line 33 Total
Total Fundraising Expenses (including staff costs): Section 6 Line 45 Fundraising
Question 2: “To what extent do unrestricted contributions cover expenses?”
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Unrestricted Contributions Index: Unrestricted Contributed Revenue/Total Expenses (before depreciation)
Unrestricted Contributed Revenue: Unrestricted contributed revenue includes revenue from individuals, corporations, foundations, and government agencies that derive no direct benefit from products or services of the organization in exchange for the funds. It also includes parent organization support, in-kind contributions, net assets released from temporary restriction, revenue from special fundraising events, united arts funding, and tribal and related organization contributions. Unrestricted contributed revenue supports operating activity but it may include unrestricted capital campaign gifts or other funds for non-operating purposes.
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP survey line items did we use?
Unrestricted Contributions Index: Unrestricted Contributed Revenue/Total Expenses (before depreciation)
Unrestricted Contributed Revenue: Section 3 Line 33 Unrestricted
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Questions 3-7: “To what extent do unrestricted contributions from each of these sources cover expenses?”
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Trustee Contribution Index: Unrestricted Trustee Contributions/Total Expenses (before depreciation)
Individual Contribution Index: Unrestricted Individual Contributions/Total Expenses (before depreciation)
Corporate Contribution Index: Unrestricted Corporate Contributions/Total Expenses (before depreciation)
Foundation Support Index: Unrestricted Foundation Support/Total Expenses (before depreciation)
Government Support Index: Unrestricted Total Government Support/Total Expenses (before depreciation)
Unrestricted Trustee/Board Contributions, Individual Contributions, Corporate Contributions, Foundation Support, and Government Support: In each case we include all unrestricted contributions that were provided this year for use this year. Our data on in-kind contributions and NARTR are lump sum figures. In reality, the resources reflected in these two line items come from the same 5 sources we examine here. As a result, our figures under-represent the bigger picture of support from trustees, individuals, corporations, foundations, and government comprised of gifts made this year for use this year, gifts made in a prior year for use this year, and gifts of materials, services and facilities. Government support is the sum of public funding at the city, county, state, and federal levels.
The denominator in each case is Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP survey line items did we use?
Trustee Contribution Index: Unrestricted Trustee Contributions/Total Expenses (before depreciation)
Unrestricted Trustee Contribution: Section 3 Line 21 Unrestricted
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Individual Contribution Index: Unrestricted Individual Contributions/Total Expenses (before depreciation)
Unrestricted Individual Contributions: Section 3 Line 22 Unrestricted
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Corporate Contribution Index: Unrestricted Corporate Contributions/Total Expenses (before depreciation)
Corporate Contributions: Section 3 Line 23 Unrestricted
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Foundation Support Index: Unrestricted Foundation Support/Total Expenses (before depreciation)
Foundation Support: Section 3 Line 24 Unrestricted
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Government Support Index: Unrestricted Total Government Support/Total Expenses (before depreciation)
Government Support: The sum of Unrestricted figures for Section 3 Lines 25, 26, 27, and 28
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Earned Revenue
Question 1: “What is the relationship of unrestricted earned revenue to expenses, not including either capital gains (realized and unrealized) or depreciation?
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Earned Revenue Index: Total Earned Rev (less capital gains)/Total Expenses (less depreciation)
Total Earned Revenue (less capital gains): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we exclude realized and unrealized capital gains and losses from total unrestricted earned revenue.
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP survey line items did we use?
Earned Revenue Index: Total Earned Rev (less capital gains)/Total Expenses (less depreciation)
Total Earned Rev (less capital gains): (Section 3 Line 20 Unrestricted – Section 3 Lines 16 and 17 Unrestricted)
Total Expenses (less depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Question 2: “What is program revenue per attendee?”
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Earned Revenue Index: Program revenue/Total in-person attendance
Program revenue: Program revenue in this case includes revenue from all activity provided to the organization in return for its provision of mission-related products or services that generate attendance or engage people as participants. In other words, we include all unrestricted earned revenue lines except those related to non-fundraising special events, rentals, royalties/rights & reproductions, investments, and interest & dividends.
Total in-person attendance: Total in-person attendance accounts for the number of people who physically attended or participated in the organization’s activity, whether they paid or attended free of charge. According to the CDP’s survey instructions, “This includes general visitors, ticket holders, members, subscribers, students taking classes, workshop participants, those attending outreach activities, etc.”
What CDP survey line items did we use?
Earned Revenue Index: Program revenue/Total in-person attendance
Program Revenue: The sum of Section 3 Lines except 6, 6A, and 12 through 19
Total In-person Attendance: Section 11 Line C3 Physical
Expenses
Questions 1 and 2: “How much operating revenue is directly invested in programs, first considering all direct costs related to programs then only the cost of paying artists and program personnel?”
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Investment in Program Index: Total direct program expenses/Total operating revenue
Investment in Program Personnel Index: Salaried and non-salaried artists and program personnel (staff and contracted) expenses/Total operating revenue
Total direct program expenses: Total program expenses that are easy to identify as related to the production, presentation, or exhibition of mission-related offerings. This includes salaried and non-salaried artists and program personnel expenses (see below for details); physical production materials; collections conservation and management; program-related equipment rentals and repairs; artist housing/travel; etc.
Salaried and non-salaried artists and program personnel expenses: Different arts and cultural sectors hire different types of people to create, perform, curate, preserve, produce and present their mission-related activity. In some sectors the norm is to hire more individuals on a per contract basis to work on individual program-related projects whereas in other sectors the norm is to hire more individuals on a full-time or part-time staff basis to carry out this work. That’s why we include those hired on a contract or non-salaried basis and those who are salaried.
The denominator in both cases is Total Operating Revenue: We follow Nonprofit Finance Fund’s recommendation to eliminate capital gains and losses as well as unrestricted gifts to capital campaigns to focus solely on unrestricted operating revenues, which are most germane to the activity generated by program personnel.
What CDP survey line items did we use?
Investment in Program Index: Total direct program expenses/Total operating revenue
Total Direct Program Expenses: The sum of (The sum of Section 6 Lines: 1 Prg, 4 Total, 4A Total, 5 Total, 9 -11 Prg, 16 Prg, 21-23 Prg, 28 Prg, 30-34A Prg, 37-38B, 40-43)
Total Operating Revenue: Section 3 Line 37
Investment in Program Personnel Index: Salaried and non-salaried artists and program personnel (staff and contracted) expenses/Total operating revenue
Salaried and Non-salaried Artists and Program Personnel (staff and contracted) Expenses: The sum of (Section 6 Lines: 1 Prg, 4 Total, 4A Total, 5 Total, 38B Prg)
Total Operating Revenue: Section 3 Line 37
Question 3: “How much is the total cost of serving each person (not including virtual attendance)?”
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Attendee-Expense Index: Total Expenses (before depr.)/Total In-person Attendance
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
Total in-person attendance: Total in-person attendance accounts for the number of people who physically attended or participated in the organization’s activity, whether they paid or attended free of charge. According to the CDP’s survey instructions, “This includes general visitors, ticket holders, members, subscribers, students taking classes, workshop participants, those attending outreach activities, etc.”
What CDP survey line items did we use?
Attendee-Expense Index: Total Expenses (before depr.)/Total In-person Attendance
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Total In-person Attendance: Section 11 Line C3 Physical
Marketing Impact
Questions 1-2: “How much total marketing investment does it take to bring in one person, first considering all marketing costs then only non-staff costs?”
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Response to Marketing Efforts Index: Total marketing expenses (including staff and non-staff costs)/ Total in-person attendance
Response to Direct Marketing Spend Index: Direct marketing expenses (non-staff costs only)/ Total in-person attendance
Total Marketing Expenses: We include marketing salaries and fringe since employee efforts are part of the greater investment in marketing.
Direct Marketing Spend: Direct marketing (non-personnel) expenses include advertising, internet and website, printing, public relations, and sales commission fees.
Total In-person Attendance: Total in-person attendance accounts for the number of people who physically attended or participated in the organization’s activity, whether they paid or attended free of charge. According to the CDP’s survey instructions, “This includes general visitors, ticket holders, members, subscribers, students taking classes, workshop participants, those attending outreach activities, etc.”
What CDP survey line items did we use?
Response to Marketing Efforts Index: Total marketing expenses (including staff and non-staff costs)/ Total in-person attendance
Total Marketing Expenses: Section 7 Line 14
Total In-person Attendance: Section 11 Line C3 Physical
Response to Direct Marketing Spend Index: Direct marketing expenses (non-staff costs only)/ Total in-person attendance
Direct (non-staff) Marketing Expenses: Sum of Section 7 Lines 1, 3, 7, 9, & 10
Total In-person Attendance: Section 11 Line C3 Physical
Questions 3-4: “How much program revenue do we earn from our total investment in marketing (including staff and non-staff costs) and from non-staff marketing costs alone?”
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Return on Marketing Efforts Index: Total Program Revenue/Total Marketing Expenses (including staff and non-staff costs)
Return on Direct Marketing Spend Index: Total Program Revenue/Direct Marketing Expenses (non-staff costs only)
Program revenue: Program revenue in this case includes revenue from all activity provided to the organization in return for its provision of mission-related products or services that generate attendance or engage people as participants. In other words, we include all unrestricted earned revenue lines except those related to non-fundraising special events, rentals, royalties/rights & reproductions, investments, and interest & dividends.
Total marketing expenses: We include marketing salaries and fringe since employee efforts are part of the greater investment in marketing.
Direct marketing spend: Direct marketing (non-personnel) expenses include advertising, internet and website, printing, public relations, and sales commission fees.
What CDP survey line items did we use?
Return on Marketing Efforts Index: Total Program Revenue/Total Marketing Expenses (including staff and non-staff costs)
Total Program Revenue: The sum of all Section 3 Lines except 6, 6A, and 12 through 19
Total Marketing Expenses: Section 7 Line 14
Return on Direct Marketing Spend Index: Total Program Revenue/Direct Marketing Expenses (non-staff costs only)
Total Program Revenue: The sum of all Section 3 Lines except 6, 6A, and 12 through 19
Direct (non-staff) Marketing Expenses: Sum of Section 7 Lines 1, 3, 7, 9, & 10
Bottom Line
Question 1: “What is the bottom line, taking all unrestricted revenue into account except for capital gains, regardless of whether the revenue was for operating or capital purposes?”
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Unrestricted Surplus (deficit) Index: (Total Unrestricted Revenue (before capital gains) – Total Expenses (before depreciation)/Total Expenses (before depreciation)
Unrestricted Surplus (deficit): This is the bottom line figure that appears in most financial audits, although we run it here without depreciation or capital gains. It may contain unrestricted gifts for capital purposes (e.g., funds for a facility project, cash reserve or organizational expansion effort) so it often presents a more positive view of revenue, and therefore the bottom line, than when considering operating revenue alone.
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP survey line items did we use?
Unrestricted Surplus (deficit) Index: (Total Unrestricted Revenue (before capital gains) – Total Expenses (before depreciation)/Total Expenses (before depreciation)
Unrestricted Surplus (deficit): (Section 3 Line 34 Unrestricted – Section 3 Lines 16 and 17 Unrestricted) – (Section 6 Line 45 Total – Section 6 Line 14 Total)
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Questions 2-3: “Is the organization breaking even or better, considering operating activity only, calculated first before depreciation then after depreciation?”
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Operating Bottom Line Index (before depr.): (Total operating revenue - Total expenses (before depreciation))/Total expenses (before depreciation)
Operating Bottom Line Index (after depr.): (Total operating revenue - Total expenses (after depreciation))/Total expenses (after depreciation)
Total Operating Revenue: Here we follow Nonprofit Finance Funds’ recommendation to eliminate capital gains and losses as well as unrestricted gifts to capital campaigns and base our calculation only on unrestricted operating revenues. We do so to get a look at whether operating expenses are managed within the constraints of available operating revenue.
Total Expenses (before/after depreciation): In reporting on averages, we follow Nonprofit Finance Funds’ recommendation to look at the bottom line two ways -- considering expenses before depreciation and after depreciation -- and compare. We present calculations based on both approaches because: 1) each provides valuable information, 2) not every organization will always cover depreciation every year, and 3) running regular deficits after depreciation can be indicative that an organization is not saving funds for critical fixed asset improvements or replacements that come with the regular wear and tear on their facilities.
What CDP survey line items did we use?
Operating Bottom Line Index (before depr.): (Total operating revenue - Total expenses (before depreciation))/Total expenses (before depreciation)
Operating Bottom Line (before depreciation): [Section 3 Line 37-(Section 6 Line 45 Total - Section 6 Line 14 Total)]
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Operating Bottom Line Index (after depr.): (Total operating revenue - Total expenses (after depreciation))/Total expenses (after depreciation)
Operating Bottom Line (after depreciation): (Section 3 Line 37 - Section 6 Line 45 Total)
Total Expenses (after depreciation): Section 6 Line 45 Total
Balance Sheet
Question 1: “How many months of working capital does the organization have?”
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Working Capital Index: [(Unrestricted current assets – Unrestricted current liabilities)/Total expenses (before depreciation)]*12
Working Capital: Working capital refers to liquid assets in the form of unrestricted and undesignated cash or other current assets that can be readily converted to cash for operations. Organizations need working capital to pay their bills even at times of the year when cash inflow is slow. They also should be prepared with cash for the unexpected, such as seizing an unexpected artistic opportunity, facing payments that arrive later than expected from funding sources, or shows unexpectedly not reaching their admission goals. Negative working capital means the organization has to borrow to meet day-to-day operating expenses. Working capital is fundamental to the fiscal health of organizations. Working capital can be calculated various ways depending on whether or not you exclude temporarily restricted current assets and board-designated unrestricted endowment funds, as we do. We multiply by 12 to translate the ratio of working capital-to-expenses into months of working capital.
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP survey line items did we use?
Working Capital Index: [(Unrestricted current assets – Unrestricted current liabilities)/Total expenses (before depreciation)]*12
Working Capital: [(Section 8 Line 13 Unrestricted-Section 8 Line 8 Unrestricted) - Section 8 Line 30 Unrestricted]
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Question 2: “What is the relationship between the organization's access to readily available cash and investments and its annual budget?
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Months of Available Cash Index: [Unrestricted. & temporarily restricted cash, cash equivalents, investments, and line of credit limit/Total expenses (before depreciation)]*12
Months of Cash and Investments (excluding permanently restricted): This measure examines how long an organization could operate solely with existing access to cash and available reserves at current expense levels. We multiply by 12 to translate the ratio of available cash and investments-to-expenses into months of available cash.
Total Expenses (before depreciation): Following Nonprofit Finance Fund’s encouragement to examine performance on a strictly operating basis, we look at expenses before depreciation since depreciation is a non-cash expense that accounts for the reduced value of assets due to their use over the year.
What CDP line items did we use?
Months of Available Cash Index: [Unrestricted. & temporarily restricted cash, cash equivalents, investments, and line of credit limit/Total expenses (before depreciation)]*12
Available Cash and Investments: The sum of (Section 8 Lines 1, 8, and 11 both unrestricted and temporarily restricted, Section 10 Line 5)
Total Expenses (before depreciation): (Section 6 Line 45 Total - Section 6 Line 14 Total)
Community Engagement
Questions 1-2: “What is the reach of our community engagement, first looking at in-person and virtual participation then at in-person engagement only?”
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Total Touch Points Index: Total touch points (in-person and virtual)/Population
In-person Touch Points Index: In-person touch points (in-person and virtual)/Population
Total touch points: Arts and cultural organizations engage many stakeholders in many ways. Here we take into account the total number of people per year that an organization engages, whether as in-person visitors, participants in digitally transmitted programs, volunteers, students, donors, employees of all types, etc. At this point we do not have data on cross-over engagement – e.g., knowing that someone is a volunteer for an organization, a students of its educational programming, and an audience member. Instead, we count aggregate touch points per organization, knowing that some people will have only one touch point and others will have many.
In-person touch points: This focuses on the subset of those engaged with the organization who are physical present (it excludes virtual engagement with digital programming).
Population: Population is calculated using the spatially adjusted population of the local market.
What CDP survey line items did we use?
Total Touch Points Index: Total touch points (in-person and virtual)/Population
Total Touch Points: (Section 11 Line A1, A2, C3 Total, I1, I2, I4, I5, I7, I9)
In-person Touch Points Index: In-person touch points (in-person and virtual)/Population
In-person Touch Points Index: (Section 1 Line A1, A2, C3 Phy, I1, I2, I4, I5, I7, I9)
Program Activity
Question 1: “What is the amount of total unrestricted operating revenue generated per programmatic offering?”
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Revenue per Offering Index: Total operating revenue/Total offerings
Total operating revenue: We follow Nonprofit Finance Funds’ recommendation to eliminate capital gains and losses as well as unrestricted gifts to capital campaigns to focus solely on unrestricted operating revenues, which are most germane to the activity generated by the organization’s programmatic offerings. The organization attracts contributions and earns support because of the mission-related programs it offers.
Total offerings: Here we take into account all of the different live products and services offered by an organization. These offerings take on various forms of activity such as productions, concerts, exhibitions, educational programs, catalogs, films, lectures, and tours. Here we look at the variety of offerings (e.g., a six-play season would count as 6 offerings) rather than the total volume of supply provided (e.g., 6 plays that each received 24 performances, so total volume of 144 performances provided). We do not include digitally offered programs.
What CDP survey line items did we use?
Revenue per Offering Index: Total operating revenue/Total offerings
Total Operating Revenue: Section 3 Line 37
Total Offerings: Section 11 Lines G1, G1A, G4, G5, G6, G7, G7A, G8, G9, G10, G17, G18
Question 2: “How many people are engaged per offering (not including virtual activity)?”
Want to see our index formula?
People per Offering Index: In-person touch points/Total offerings
In-person touch points: This focuses on the subset of those engaged with the organization solely in-person (it excludes virtual engagement with digital programming), compared with aggregate touch points of the spatially-adjusted total population of the local market.
Total offerings: Here we take into account all of the different live products and services offered by an organization. These offerings take on various forms of activity such as productions, concerts, exhibitions, educational programs, catalogs, films, lectures, and tours. Here we look at the variety of offerings (e.g., a six-play season would count as 6 offerings) rather than the total volume of supply provided (e.g., 6 plays that each received 24 performances, so total volume of 144 performances provided). We do not include digitally offered programs.
What CDP survey line items did we use?
People per Offering Index: In-person touch points/Total offerings
In-person Touch Points: (Section 1 Line A1, A2, C3 Phy, I1, I2, I4, I5, I7, I9)
Total Offerings: (Section 11 Lines G1, G1A, G4, G5, G6, G7, G7A, G8, G9, G10, G17, G18)
Staffing
Question 1: “How many people attend in-person per full-time employee?”
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Visitor-to-Staff Index: Total in-person attendance/Total full-time employees
Total in-person attendance: Total in-person attendance accounts for the number of people who physically attended or participated in the organization’s activity, whether they paid or attended free of charge. According to the CDP’s survey instructions, “This includes general visitors, ticket holders, members, subscribers, students taking classes, workshop participants, those attending outreach activities, etc.”
Total full-time employees: We count only the number of full-time employees of the organization, not full-time equivalents (FTEs).
What CDP survey line items did we use?
Visitor-to-staff Index: Total in-person attendance/Total full-time employees
Total In-person Attendance: Section 11 Line C3 Physical
Total Full-time Employees: Section 11 Line I1 Total