At the end of the first half of 2016 we will complete our first benchmark year of our Balanced Scorecard. We use this tool for measuring the performance of the strategic plan we completed in 2015. The first year results will help us shape the tactics and actions needed to further improve. Our priorities remain the same, but we will evolve how we endeavor to best meet them.
Creating a strong, vibrant and engaged Board remains a priority. Many of our long-serving Board members are beginning to term off. We appointed a long standing faculty member to the Board and recently added a Board member as the new head of the Nominating Committee. The charge for this committee is to broaden the diversity of the Board both in terms of skill sets and cultural perspectives.
One of CAW’s mainstay events, the Celebration of American Crafts (CAC), will return in 2016 after a year off in 2015. During the hiatus we created a committee with the charge of creating recommendations for a more focused, engaging, and profitable CAC. The committee interviewed volunteers, patrons, and staff, conducted a financial analysis, and created ideas for engaging the CAC customers with the school side of CAW. We look forward to an exciting fall with the re-launch of CAC.
CAW continues to be the “creative home” for my family. My three children will go to camp in the summer and take classes in the spring. I continue to be involved with CAW because I want to give back to an organization that has brought such wonderful experiences to my family. I look forward to playing my part in helping steward the organization in this time of growth.
The years 2015 through 2016 were a time of growth at Creative Arts Workshop. We have a small but strong staff team; we developed new financial processes for organizational stability; and we expanded our course offerings. We leave behind years of stagnation in our mission thanks to our new financial and administrative stability. Creating a strong, vibrant, and engaged Board remains a priority. Their charge is to broaden the diversity of the Board both in terms of skill sets and cultural perspectives. With the turning of another page in its history, CAW’s story now takes on more vibrancy.
Our Executive Director left in March 2017 to serve as the new head of the Arts Council of Greater New Haven. We are grateful to Daniel Fitzmaurice for his hard work and vision these past 27 months in moving CAW forward. As we seek to find his replacement we are gratified to have Martha Murray as our Interim ED. Her steady presence will guide us through the next few months, keeping us on track with our strategic plan to bring in more students, institute more administrative efficiencies, forge more collaborations, and expand our programming.
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
Greater New Haven is home to a thriving arts community that includes theatre, music, dance and the visual arts. It is invested in its museums, historic preservation and the celebration of its members’ ethnic and cultural diversity.
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New Haven, CT 06150
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