Small nonprofits rein in costs, expand reach with shared CFOs

By Natasha Lindstrom
Pittsburg Tribune-Review

The Society for Contemporary Craft has come a long way from its tiny storefront in Verona 43 years ago.

The arts nonprofit grew into a bustling space in the Strip District with gallery space Downtown. Its budget more than doubled in the past two decades, up to $1.1 million, and staffing tripled to 12 employees.

Last year, more than 45,000 people used its services, which include free exhibits, open studio space and workshops on everything from goldsmithing to carving wooden spoons.

But like many small nonprofits, the craft organization often scrambled to finish each year without a deficit, making it difficult to plan long-term investments.

“There are too many years that are just focused on breaking even,” Executive Director Janet McCall said, “and trying to get beyond break-even has been extremely challenging.”

This month, McCall and a group of fellow arts nonprofit executives did something to help put an end to that short-term scrambling: They hired a shared chief financial officer.

    
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