Our latest ABA Executive Benchmark explored overall board governance and operations- including board sizes, terms, minimum giving requirements and overall performance.

Our latest ABA Executive Benchmark explored artificial intelligence usage and outlook in the arts and cultural sectors.

Our latest ABA Executive Benchmark explored single ticket sales and subscription revenues for 2025 with projections for 2026.

Our latest ABA Executive Benchmark explored revenues and expenses for end of year 2025 with projections and outlooks for 2026.

Our latest ABA Executive Benchmark explored strategies to optimize email communications to subscriber lists.

Our latest ABA Executive Benchmark explored strategies to optimize the customer experience.

Our latest ABA Executive Benchmark explored multi-year pledges and endowments and capital campaigns.

Our latest ABA Executive Benchmark explored marketing spend and return on investments across different marketing campaigns and strategies.

Our latest ABA Executive Benchmark explored strategies to optimize email communications to subscriber lists.

Our latest ABA Executive Benchmark explored marketing spend and return on investments across different marketing campaigns and strategies.

Our latest ABA Executive Benchmark explored revenues generated from single ticket sales and subscriptions in 2024 with projections for 2025 sales.

Our latest ABA Executive Benchmark explored the state of subscriptions and memberships at arts and cultural organizations.

Our latest ABA Executive Benchmark explored holiday season programming and sales at arts and cultural organizations.

Our latest ABA Executive Benchmark explored overall board governance and operations- including board sizes, terms, minimum giving requirements and overall performance.

Our latest ABA Executive Benchmark explored single ticket sales and subscription revenues for 2025 with projections for 2026.

Our latest ABA Executive Benchmark explored revenues and expenses for end of year 2025 with projections and outlooks for 2026.

Our latest ABA Executive Benchmark explored strategies to optimize the customer experience.

Our latest ABA Executive Benchmark explored HR policies, trends and practices at arts and cultural organizations.

Our latest ABA Executive Benchmark asked arts and cultural leaders to share the demographic makeup of their organizations, including questions on age, gender, and racial/ethnic background. 

Our latest ABA Executive Benchmark asked arts leaders about specific practices and policies implemented to address and increase representation in the administrative side of organizations, including hiring practices, training and mentorships, flexible working options, and compensation.

As organizations continue to work towards greater inclusion in the arts, we want to learn specifically about the kinds of efforts and investments institutions have made around accessibility for both in-person and digital experiences. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the current trends in digital and on-site accessibility.

Audience diversification remains a crucial strategic goal for arts organizations as they continue to grapple with questions of attendance, relevance, and long-term sustainability. However, there are a number of tactics arts organizations can implement to try to appeal to broader audiences, and a range of different audience segments one could prioritize. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the current state of audience diversification efforts, the groups they are targeting in the more immediate future, and the types of change they have implemented along with results achieved so far.

From the pandemic’s disproportionate impact on underrepresented populations to social movements calling for change in organizations across the world, it is critical to understand how arts organizations are engaging in DEI&A policies internally. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on peers on concrete changes made within the workplace.

Our latest ABA Executive Benchmark explored multi-year pledges and endowments and capital campaigns.

Our latest ABA Executive Benchmark explored development operations at arts and cultural organizations.

Our latest ABA Executive Benchmark explored the state of corporate fundraising at arts and cultural organizations.

Our latest ABA Executive Benchmark explored the state of art and cultural organizations’ institutional fundraising, including government and foundation support.

Our latest ABA Executive Benchmark asked arts and cultural leaders about the state of our their current development efforts, including the overall evolution of contributed income in recent years, the budgets allocated to fundraising and donor retention rates.

Our latest ABA Executive Benchmark explored community engagement at arts and cultural organizations.

Our latest ABA Executive Benchmark explored the management of education programs at arts and cultural organizations.

Many organizations have increased their commitments towards their communities in recent years. We wanted to check in on these efforts, looking across institutional priorities and ongoing program initiatives, as well as staffing and volunteer management practices. Our latest arts leader survey asked arts leaders to benchmark themselves about the current state of community engagement and volunteer management.

As schools and communities across the globe return to more pre-pandemic activities, arts organizations are looking to better serve their communities through education programs. Our latest arts leader survey asked arts leaders to benchmark themselves about the state of their current education programs, investments in digital education programs, as well as how revenues and costs around education programming have changed since pre-pandemic years (i.e., 2019).

With more mask mandates and COVID restrictions being lifted across the globe despite persistent cases, cultural organizations are reevaluating their K-12 education initiatives as they rebuild from programs adjusted during the pandemic. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on changes to the structure of school programs surrounding education budgeting, strategies around student interactions, and operational policies regarding on-site and off-site visits.

Our latest ABA Executive Benchmark explored strategies to optimize email communications to subscriber lists.

Our latest ABA Executive Benchmark explored the Digital and AI usage in the arts and cultural sectors.

Our latest ABA Executive Benchmark explored digital & AI usage in arts and cultural organizations.

As most arts and cultural organizations have resumed their full in-person services, the place of digital productions and overall digital investments remains unclear. Are organizations maintaining the capabilities and activities they developed during closure, or are they shifting resources away from those efforts? Our latest Arts Leader Survey asked arts leaders to benchmark themselves on how they are reimagining the place of digital in their day-to-day operations, and the types of digital activities they are discontinuing or maintaining from closure.

Digital strategies, especially related to monetization of digital content, vary significantly across organizations. Our latest Arts Executive Poll asked arts leaders to benchmark themselves on how they are implementing digital strategies moving forward and their priorities for digital programming, monetization targets, resources, and new technologies.