Arts Council of Greater New Haven
70 Audubon Street
New Haven CT 06510
Contact Information
Address 70 Audubon Street
New Haven, CT 06510-
Telephone (203) 772-2788 x
Fax 203-772-2262
E-mail info@newhavenarts.org
Web and Social Media
Opening reception and reading
Mission
The Arts Council of Greater New Haven promotes, advocates, and fosters opportunities for artists, arts organizations, and audiences.  Because the arts matter.
At A Glance
Year of Incorporation 1965
Organization's type of tax exempt status Exempt-Other
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Ms. Cynthia B Clair
Board Chair Robert B. Dannies Jr.
Board Chair Company Affiliation Retired banker
Financial Summary
 
Projected Revenue $595,095.00
Projected Expenses $609,230.00
Statements
Mission
The Arts Council of Greater New Haven promotes, advocates, and fosters opportunities for artists, arts organizations, and audiences.  Because the arts matter.
Background Founded 1964, the Arts Council of Greater New Haven is a regional non-profit arts organization that connect both artists and residents of Greater New Haven with vibrant and creative arts experiences. We encourage and facilitate a broad array of cultural opportunities and foster unique, non-traditional encounters with art.
 
Major achievements include the development of Audubon Arts District in the late 1980’s. In 1996, the Council commissioned Wolf and Associates to conduct a cultural planning study that produced the New Haven Regional Cultural Plan, a collaborative effort that addressed issues such as the growth and development of arts and audiences, advancement of arts education, and economic stabilization of arts organizations. As a result, the Greater New Haven Stabilization Project was launched in 2002 with major support from area arts leaders. The Stabilization Project provided critical new management and fiscal skills to the participating eight major arts and cultural organizations.
 
The Arts Council of Greater New Haven plays a leadership role in strengthening and endorsing the positive value art has in our neighborhoods, towns, and cities. We encourage cross-sector partnerships through building relationships with civic, corporate, institutional, and medical sectors. We connect artists and residents of Greater New Haven with the region’s vibrant arts and cultural assets; we advise, recommend, and assist artist members with finding visual and performing arts opportunities; and we partner with non-arts organizations, taking the arts beyond traditional arts venues to expand our reach to diverse audiences.
 
Our programs directly serve approximately 5,000 participants and approximately 15,000 indirectly. Our general audience ranges in age, race, gender and socioeconomic status and our demographics reflect the diversity of New Haven.
Impact
Our accomplishments for FY 14:
1. We partnered with Connecticut Humanities to serve as the regional coordinator for Connecticut at Work.  As part of this initiative, the Council presented Artists at Work, a photo exhibit of working artists from our region were exhibited in empty storefronts on Audubon St. A panel discussion featuring four of the artists, explored the realities of making a life as an artist—the passion, the insecurity, the need to work multiple jobs.
2. We played a leadership role in producing a July 2013 Mayoral Candidates’ Forum for the Arts, presented by the Arts Industry Coalition. This successful event, gave the public an opportunity to hear how four mayoral candidates view the arts and their role in our community.

3. A new Community Engagement Initiative was introduced in the fall of 2013. Artists and arts organizations were invited to submit proposals for projects engaging the public in arts activities in innovative ways. Four projects were selected for support: a) a public art installation created with youth in response to gun violence; b) Elm Shakespeare invited the public to read Shakespearean scenes with their actors at an outdoor evening downtown. c)Students in six high schools chose environmental and social issue themes to paint on recycled oil cans that were placed in city parks. d)Elm City Dance Collective engaged the public’s assistance in choreographing dances on street corners.

4.  After a 5 year hiatus, we revived Artspot, our creative happy hour.  Now presented on a quarterly basis, the event brings together people in different arts venues to enjoy live music, art and each other.

The Arts Council’s five top goals for the current year are:
1. Enhance arts promotion and marketing through more targeted social
    media.
2. Expand partnerships with social service agencies.
3. Create sustainability plan in conjunction with HBS Community
    Partners.
4. Succeed in advocacy efforts to sustain current levels of state funding.
    
 
 
Needs
The most pressing needs of the Arts Council of Greater New Haven are:
  1. General support for operations and salaries.
  2. Program support for community projects.
  3. Upgrade office equipment.
  4. Project support for community engagement initiative.
CEO Statement
Executive Director’s Statement
Cindy Clair
 
New Haven is defined by the arts, a region known for fabulous theater, museums, concerts, and festivals. The Arts Council’s work is rooted in a belief that New Haven’s remarkable arts offerings makes this region a better place to live and work. We focus on community arts development, building a vital arts community: where strong arts organizations are creating relevant programs; where artists are valued and supported; and where art is part of everyday life, seen and heard on lively neighborhood streets. Creative people, organizations and businesses contribute to a dynamic community, making it attractive and interesting to both residents and visitors.
 
At the heart of the Arts Council is a desire to connect people with arts experiences. We promote the work of arts organizations, helping them to reach audiences. Through cross-sector partnerships with non-arts organizations, we take the arts beyond traditional arts venues providing greater access to the arts. It’s one thing to see art in a museum or on a stage; it’s a different experience to discover an art exhibit in a bank or performers on a public bus or in a coffee shop. Some partnerships have created new opportunities to explore community issues through art. For example, an exhibit on shelter and homelessness used powerful imagery to frame a critical problem. 
 
We work to ensure that the arts sector is “at the table”, contributing to civic dialogue and community building. Frequently, we represent the arts sector on committees, boards and task forces. We advocate for policies and funding that support the arts at the local, state and federal levels, and keep constituents aware of legislative issues that affect them.
 
Much of the Arts Council’s work is unseen by the general public. Our staff members are behind the scenes offering support and assistance to artists who need career advice, small organizations seeking guidance on management or financial issues, and newcomers seeking creative opportunities for their kids. We convene arts professionals for networking and information sharing, and connect businesses and human service organizations with arts resources.
 
The Arts Council of Greater New Haven is a team of dedicated and capable individuals. Our staff members have backgrounds in visual art, creative writing, music, and theater in addition to non-profit management. We continually question and reflect on what we do, and who we serve, in order to adapt to a changing environment and to improve our ability to connect people and the arts.
Board Chair Statement
 Statement from Robert B. Dannies, Jr.,  President
The Arts Council of Greater New Haven
 

When Priscilla and I relocated to New Haven twenty-five years ago, we had little idea what we were in for. We were excited by our new professional opportunities and interested in learning about the possibilities provided by a community we assumed would be dominated by Yale University. It has proved to be so much more. Arts and culture is the fabric of a community that truly is the “cultural capital of Connecticut.” In addition to Yale, with its School of Music, Drama School, art museums, and School of Architecture, organizations such as Long Wharf Theatre, The New Haven Symphony, Shubert Theatre, Neighborhood Music School, Creative Arts Workshops, provide limitless opportunities for learning and discovery. The Arts Council of Greater New Haven serves as a catalyst for the cultural livelihood of the region.

I am honored to serve as President of the Arts Council of Greater New Haven. The Arts Council serves several constituencies with a variety of needs. Individual artists need resources as well as opportunities to display / perform their work. Arts organizations need opportunities for collaborations as well as an advocate with state and local officials. Finally, the community at large needs to inform itself not only of its own resources but also of the wide variety of opportunities in our diverse community. 

 
As the Arts Council attempts to meet its needs it faces two significant challenges. Maintaining financial stability in a very uncertain economic environment is becoming increasingly difficult. As local institutions consolidate or even disappear, as the individual patron base ages, finding new sources of support is an ongoing critical activity. While the Arts Council receives significant support from the State of Connecticut, that funding is precarious because in times of economic stress, often it is the arts that are seen as a “frill.” The importance of the advocacy work of the Arts Council has never been greater.

A second and perhaps less obvious challenge is relevance. Ten years ago, social media was an alien concept. Today, as newspapers disappear, land lines are being replaced by cell phones and the post office is in peril, new forms of communications and expressions are emerging. With its limited human and financial resources, the Arts Council has been adapting to this changing landscape. An example is a collaboration with the New Haven Independent called “Breaking Arts.” Over the past year more than 100 stories have been posted. This initiative was supported by a grant from the National Endowment for the Arts. The Council has moved into non-traditional arts performance opportunities such as a zany vuvulula orchestra on the New Haven Green conducted by Maetsro William Boughton of the New Haven Symphony Orchestra. Also, the Council supported opera at a farmers market downtown where tomato vendors break into song surprising lunch time shoppers. Finally, and most recently, our new mobile marketing iPhone application, ANDI: Arts, Nightlife, Dining, Info has been launched. These activities are a small sample of how we are reaching out to the community.

 
           
Service Categories
Primary Organization Category Arts,Culture & Humanities / Arts & Humanities Councils & Agencies
Areas Served
Bethany
Branford
East Haven
Guilford
Hamden
Madison
Milford
New Haven
North Branford
North Haven
Orange
Shoreline
State wide
Wallingford
West Haven
Woodbridge
National
Other
The Arts Council of Greater New Haven primarily serves 15 towns in South Central Connecticut, primarily Milford, Orange, Woodbridge, Branford, Bethany, East Haven, Guilford, Hamden, Madison, Meriden, New Haven, North Haven, North Branford, Wallingford, West Haven. The Arts Council also participates in several statewide and national initiatives.
Programs
Description

We publish The Arts Paper, ten times a year. It features a comprehensive calendar of regional events, artist opportunities, and articles about events, people and programs.  The paper is distributed free at 200 Greater New Haven sites. We also email a weekly eNews to 2,500 subscribers about the week’s events. Our smart phone app, ANDI: Arts, Nightlife, Dining, Info that features a comprehensive database of events, venues and restaurant in Greater New Haven. A first-of-its-kind, regional application, it now linked to Facebook. We maintain an active digital presence, through our website and social media: Facebook, Instagram, Twitter, and YouTube.  We now  host a monthly  hour-long arts show on WPKN, where we interview artists and arts leaders,. We also record a weekly spot to announce the week’s arts highlights.  Each quarter, we convene meetings with peer arts marketers to share best practices, and invite experts to addresses timely issues.

Population Served General/Unspecified / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

Short-term success is measured by the increased number of “hits” on our website; increased number of “likes” on Facebook (3380); Twitter (2,409 followers); YouTube (106 videos posted and 9,147 views) and increased number of users of the ANDI app (2,230).

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Long-term success is measured by keeping current with the social media trends. As social media rapidly changes the way information is receive and disseminated, the Arts Council needs to make the appropriate technology upgrades to keep pace with current communication trends and tools.
 
For The Arts Paper, success will be measured by more diverse content, increased readership, increased membership and expanded advertising sales.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Social media is monitored by digital analytics. We can now monitor how many people read The Arts Paper online because it now lives on Issuu, a site for easy access that provides stats of uploads.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. 1.. Implemented new design of website and The Arts Paper

2. Launched the app ANDI for smart phone devices and developed link to Facebook
3. Launched a curated page on Kickstarter that drives traffic and donations to fund projects by Greater New Haven performing and visual artists

Description

Exhibitions are curated at two venues, the Sumner McNight Crosby Jr. Gallery and Perspectives…The Gallery at Whitney Center. At Crosby, the thematic shows include emerging artists as well as professional artists and are often curated by a guest artist. Exhibitions also focus on specific groups such as artists with Alzheimer’s and a recent show by artists who also work as art therapists. The annual members’ exhibit occurs in the summer and for some of our members, this is the one occasion for them to display their art. We also reserve an annual exhibition for the Photo Arts Collective. On occasion we curate pop up shows alternate spaces such as at Katalina’s Bakery and we sometimes collaborate with other galleries in the area.

The partnership at Whitney Center continues to strengthen. We curate three to four group shows each year, that are thematic in scope. Because of the spacious gallery,artwork is often large scale and has included site-specific pieces. We have also formed a strong relationship residents who curate and exhibit in the Resident Gallery and now coordinate our public receptions to happen at the same time. The most recent reception was very well-attended with artist talks and a multi-media performance.

Population Served General/Unspecified / Adults / Families
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
For artists, short-term success is measured by their inclusion in widely publicized exhibitions and the possible sale of their artwork. The Arts Council’s success is bringing together talented, creative artists from Greater New Haven and curating interesting, meaningful exhibitions that are accessible to the community.
 
Also, the following testimonials speak to the immediate success:

From the Crosby Gallery guest book three visitors write:

“Eye opening show! Many double takes. Bravo to all” – Disturbing the Comfortable

“I loved this. Am bringing friend and family back to see it” – The Art of the Picture Book

“So impressive and diverse. Thank you.” Once In A Lifetime

 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Long-term success is measured over time by the increase of: audiences, media coverage, sales, and additional opportunities for the artists.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Measurement tools to capture the criteria are both quantitative and qualitative or anecdotal. For the former, we count heads at events, total the number of consultation hours and artists served, and assess the number of new and continued cross sector partnerships. For the latter, we rely on anecdotal feedback from our members and participants, Results that we glean help us measure the impact in planning our programs.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Anecdotally, there are two examples to cite that demonstrate the meaningful impact our community programs have on the participants and artists involved: the positive response to the doll making workshops this winter and the successful experience two of our guest curators had at the Crosby Gallery. In actuality, we can state quantitatively that the openings of both exhibitions, “Disturbing the Comfortable” and “Once In A Lifetime” brought more people to each reception than the Arts Council has counted for previous receptions: over 100 respectively. Our guest curators included emerging and practicing artists who were unaware of the Arts Council yet excited and pleased to have an opportunity to exhibit their artwork. They brought family and friends attracting a young and diverse audience. Another guest curator, of “The Art of the Picture Book,” installed an interactive, hands-on educational exhibit that several nursery schools brought their students to view. The children were curious and engaged.

Description

Artist Services includes workshops, technical assistance and “Art Advice,” a bi-monthly service we offer at local neighborhood libraries and community centers. While artists request meetings on a regular basis with the director of artist services and often meet at the office, presenting “Art Advice” in other venues broadens our reach to artists who may not be familiar with the Arts Council.

In its third year, Make.Art.Work. teaches business and entrepreneurial skills to visual artists. Made possible with support from the Tremaine Foundation, we have co-organized the program with the Cultural Council of Fairfield County and the Greater Hartford Arts Council.

Last year, we introduced a new series for writers. Open to the public, once a month, we plan to invite guest writers to start a conversation about writing practices, critique and getting published. There are few opportunities for writers to meet informally and share their stories and experiences; we hope to fill that void. We hope to collaborate with the Institute Library and The New Haven Review in the future.

The executive director is continually advising and assisting leaders of small arts organizations with questions on issues of board development, funding and staffing. The director of development and marketing is available to help member arts organizations with grant research and grant writing and the communications manager offers social media assistance.

Population Served Adults / Elderly and/or Disabled /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
Testimonials from Make.Art.Work. indicate both long and short term success:
 “Make.Art.Work really did it for me. I have sold more paintings since beginning the workshops than I had sold in the previous year! Excellent presenters helped motivate and inform us to succeed as artists.” ~Katherine

“Make Art Work is a good foundation in developing an understanding of different ways to pursue a career in the arts. It also is a great opportunity to network with artists in your area.” ~Kathleen

 

“MAW has made a difference both in being asked into two galleries, winning a couple awards and meeting some wonderful fellow artists. It has also given me the tools to obtain a Fiscal agent and I just applied for my first grant. Thanks for your part in making the program artist friendly.”

 
 
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Evaluations are distributed after each Make.Art.Work. session. High marks have been given for the instructors, the topics and the materials. Feedback includes “exceeded expectations.”

Description

Community Engagement includes our annual Audubon Arts on the Edge family festival. In its 20th  year, this all day event, in partnership with our Audubon Street neighbors, draws thousands of families to listen to music, watch international dance, watch artist demos, try out a musical instrument, draw on a communal art mural and have fun with many hands on activities. Each year we meet new families, include new activities and performers. Last year we were able to rent a larger stage from the City of New Haven that accommodated larger performance groups.

We are presenting artist led  workshops with clients of human service organizations including Dixwell Senior Center,  Connecticut Mental Health Center, Stetson Library, and Project More.  Each workshop is carefully planned to address needs of the participants. 
 
Our Community Engagement Initiative, now in its invited proposals from artists for community projects that involve the public in active arts participation.  This year four projects were selected.
 
Population Served General/Unspecified / Families / Minorities
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The long-term goal is to expand arts programming that reaches a broader, more diverse audience and to facilitate access of arts events to underserved audiences.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The program is monitored by staff with feedback from participants, both artists and audiences.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

The artist led doll making workshops have been particularly meaningful because we were able to engage with different populations: the elderly, mental health clients, women in recovery, formerly incarcerated men, and families in the neighborhood of Stetson Library. Surprisingly, several fathers and sons participated in creating Afro Caribbean Dolls which was a celebratory program during Black Heritage Month. Also, with the success of the workshops at Project More, the agency has express interest in pursuing a partnership with the Arts Council.

At Virginia Wells House, clients and staff created beaded dolls that expressed images of people they know. Staff commented that the art project offered to their clients fostered self-esteem and encouraged positive staff/client interactions as they worked side by side.
Description
The Arts Council plays a leading role in advocating the importance of the arts to corporate, civic and government leaders. The arts enrich the lives of our residents, attract visitors, and positively impact the economy. We stay abreast of current legislation and communicate to our constituents on funding, ADA regulations, arts education, and other policy issues.  On a regional level, the Arts Council hosts an annual Legislative Luncheon for lawmakers and cultural leaders; the executive director serves on the Government Affairs Committee of the Chamber of Commerce. She represents CT on the State Arts Action Network of America for the Arts, participating in monthly legislative update calls and leading visits to Congressional offices on Arts Advocacy Day in D.C. The Arts Council also serves as a liaison with the state Office of the Arts, hosting info sessions, distributing info on grants and state programs; and communicating the needs and concerns of our constituents to their staff.
 
 
Population Served General/Unspecified / /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Short-term success is evident when the Arts Council forges both regional arts and cross-sector partnerships and sustains ongoing communication within the cultural community. Our efforts should yield concrete achievements such as sustained state funding and clarity about issues that concern all of us.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Evidence of long-term success is in the strengthening of the organization as a leader in the community and in specific achievements such as sustained funding for the arts and in increased awareness and visibility of the arts in various sectors of the community.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Successful advocacy is monitored by positive feedback from the state legislature that will increase funding.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. •  The arts are part of the Chamber of Commerce’s regional legislative agenda.  
•  Though arts funding was decreased in the last legislative season, Connecticut fared better than many other states.
 
During the summer 2013, in response to the mayoral campaign in New Haven, we coordinated, with the Arts Industry Coalition, an arts forum. The well attended event enabled the public to hear the candidates’ views on the importance of the arts in schools and neighborhood communities, and how to sustain funding for the arts throughout the city.
 
Program Comments
CEO Comments
Cuts in state funding have resulted in staff cuts over the last few years, and have challenged our business model that has been dependent on grants and contributions to pay for our free services and programs.   Staff spend thousands of hours each year lending advice, conveying information, and attending meetings.   An ongoing challenge is to prioritize so that our small staff can offer a diverse array of programs and services effectively. Like many arts organizations, we continually reflect on how we work and how we might do things differently.    For example, when we lost our community program manager and knew we did not have the financial resources to replace her, we opted to do community engagement differently.  Rather than coordinate our own programs we opted to facilitate others to do projects; we issued an RFP, inviting artists and organizations to present ideas.  From the proposals, we selected and funded four of those projects. 
CEO/Executive Director
Ms. Cynthia B Clair
Term Start Nov 2006
Email cclair@newhavenarts.org
Experience
Cynthia Clair
 
Cynthia Clair is Executive Director of the Arts Council of Greater New Haven. A veteran arts professional, she has led several respected arts organizations. Prior to coming to New Haven, she was the Executive Director of the historic Silvermine Guild Arts Center in New Canaan, CT for more than 8 years. Additionally, she served as Executive Director of Huntington Arts Council, Long Island’s largest arts council, Executive Director of the Michigan Alliance for Arts Education, and Program Director for the Arts Council of Greater Grand Rapids.  She is on the boards of the Greater New Haven Chamber of Commerce and Town Green Special Service District and serves as the District Captain for Connecticut for Americans for the Arts. She is also Chair of the Connecticut Arts Alliance. Ms. Clair is an Associate Fellow of Saybrook College at Yale University. Ms. Clair holds an M.A. from the University of Maryland and a B.A. from Hope College in Michigan.
Staff
Number of Full Time Staff 2
Number of Part Time Staff 4
Number of Volunteers 25
Number of Contract Staff 2
Staff Retention Rate 100%
Staff Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 1
Caucasian 4
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 1
Female 5
Unspecified 0
Former CEOs and Terms
NameTerm
Frances Clark Sept 1983 - June 2002
Elizabeth Monz July 2002 - July 2006
Senior Staff
Title Director of Development & Marketing
Experience/Biography

Julie Trachtenberg joined the Arts Council in September, 2011 as Director of Development and Marketing. Prior to coming to the Arts Council, she worked as Resource Development Specialist at Neighborhood Housing Services of New Haven and as Development Manager at the Weir Farm Art Center, the nonprofit partner to Weir Farm National Historic Site. Earlier in her professional career, Ms. Trachtenberg worked in New York as photography cataloguer at the Canadian Centre for Architecture and the Museum of the City of New York as well as registrar at the International Center of Photography. She contributed to the catalogue of the opening exhibition of the CCA’s museum in Montreal. As an exhibition assistant at the Yale University Art Gallery, she installed a photography show at the Betts House and she was one of the founders of the Photo Arts Collective. She also served as a commissioner of the Hamden Arts Commission.

Ms. Trachtenberg received a B.A. in Art History from SUNY Purchase and a M.A. in Art History from Hunter College.

Title Director of Finance
Experience/Biography  

Soonil Chun, a native of South Korea, has been working at the Arts Council for 26 years, most recently as Director of Finance. She is also the keeper of the history and archives for the Arts Council. She participated in the planning for the Audubon Arts District. Before coming to the United States, Ms. Chun received a B.A. degree in Music from the Seoul National University. She then studied at Long Island University where she received a B.A. in Education. After studying accounting, she accepted the position at the Arts Council.

Formal Evaluations
CEO Formal Evaluation No
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations
The Arts Council seeks cross-sector collaborations frequently, recognizing that art plays an important role in everyday life. Many of the exhibitions we curate include artwork from special populations; we have worked with IRIS (Integrated Refugee and Immigrant Services), CT Mental Health Center Foundation, Alzheimer’s Resource Center of CT, Yale Program for Recovery and Community Health, the Community Services Network of Greater New Haven, and Haskins Laboratories. For community programs we collaborate with the Creative Arts Workshop, Neighborhood Music School, ACES, New Haven Ballet, CTTransit, City Wide Youth Coalition, Whitney Center and The Future Project.
 
In the current year, we've partnered with the New Haven Free Public Library on a CT Humanities project, and done workshops with the Wilson Library, Project MORE and CT Mental Health Foundation.

Statewide, we work with the Connecticut Office of the Arts and the other nine arts councils as well as the Connecticut Arts Alliance. Citywide, we work collaboratively with Market New Haven, Visit New Haven, the Chamber of Commerce, Yale University, the Town Green Special Services District and the City of New Haven Office of Arts Culture and Tourism. The annual Cultural and Visitors Guide to Greater New Haven is produced through partnership of the Arts Council and Visit New Haven.
Affiliations
AffiliationYear
Connecticut Association of Nonprofits2010
Greater New Haven Chamber of Commerce2010
Connecticut Association of Nonprofits2011
Greater New Haven Chamber of Commerce2011
Board Chair
Robert B. Dannies Jr.
Company Affiliation Retired banker
Term July 2013 to June 2015
Email rdannies@sbcglobal.net
Board of Directors
NameAffiliation
Daisy Abreu Writer
Laura Barr Principal, Barr Design
Wojtek W Borowski Edgehill Realtors
Susan Cahan Yale University
Lois DeLise Community Volunteer
Charles Kingsley Wiggin and Dana
Kenneth Lundgren General Reinsurance Corp.
Jocelyn Maminta WTNH
Josh Mamis Journalist
Dr. James McCoy VP for Enrollment Management, UNH
Elizabeth Meyer-Gadon First Niagara
W. Frank Mitchell Historian and Curator
Mark Myrick Didgital Surgeons
Vivian Nabeta formerly City of New Haven
Eileen O'Donnell Odonnell Company
Mark Potocsny Wells Fargo Advisors
Uma Ramiah Director of Communications, Yale World Fellows
David Silverstone Science Park Development Corp.
Dexter Singleton Collective Consciousness Theatre
Lindsay Sklar Associate Attorney, Neubert, Pepe & Monteith
Ken Spitzbard Bard Financial Services
Richard S Stahl MDYale New Haven Hospital
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 1
Caucasian 17
Hispanic/Latino 1
Native American/American Indian 0
Other 1 0
Board Demographics - Gender
Male 14
Female 9
Unspecified 0
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Nominating
Additional Board/s Members and Affiliations
NameAffiliation
Frances (Bitsie) Clark Executive Director, East Rock Village
Cheever Tyler Non Profit Strategies
CEO Comments
The Council seeks individuals to serve who are representative of the community, passionate about the arts, and bring talents to the organization.
 
 
Financials
Fiscal Year Start July 01 2014
Fiscal Year End June 30 2015
Projected Revenue $595,095.00
Projected Expenses $609,230.00
Other Documents
Other Documents 3
NameYear
New Haven Independent Review of Crosby Gallery exhibition2014View
NHI Review2014View
Annual Report2014View
Annual Report2013View
From Daily Nutmeg2012View
Exact Change2012View
Review of Ripple Effect2012View
ANDI2012View
NEA Article2010View
NY Times Article2010View
Detailed Financials
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201420132012
Foundation and
Corporation Contributions
$290,930$294,483--
Government Contributions$97,028$263,019$132,031
Federal------
State------
Local------
Unspecified$97,028$263,019$132,031
Individual Contributions------
------
$108,410$99,955$86,572
Investment Income, Net of Losses$5,261$4,293$1,941
Membership Dues$29,574$26,800$21,326
Special Events------
Revenue In-Kind------
Other$182,942$144,912$134,846
Prior Three Years Expense Allocations Chart
Fiscal Year201420132012
Program Expense$512,155$680,364$482,048
Administration Expense$99,007$93,588$92,733
Fundraising Expense$82,415$82,316$73,436
Payments to Affiliates------
Total Revenue/Total Expenses1.030.970.96
Program Expense/Total Expenses74%79%74%
Fundraising Expense/Contributed Revenue21%15%56%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201420132012
Total Assets$614,593$660,370$835,324
Current Assets$464,389$435,174$640,819
Long-Term Liabilities------
Current Liabilities$95,083$161,426$313,574
Total Net Assets$519,510$498,944$521,750
Prior Three Years Top Three Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar AmountDept. of Economic & Community Dev. $93,548Dept. of Economic and Community Dev. $262,519Department of Economic and Community Development $119,269
Second Highest Funding Source & Dollar AmountThe Community Foundation for Greater New Haven $25,000Tremaine Foundation $50,000The Community Foundation for Greater New Haven $25,000
Third Highest Funding Source & Dollar AmountWerth Foundation $15,000The Community Foundation for Greater New Haven $25,000Werth Foundation $15,000
Solvency
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities4.882.702.04
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets0%0%0%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments
The board approved a deficit budget after careful consideration of the current economic climate. This deficit will be covered by reserved fund. A similar decision was made in FY14, due to uncertainties of state funding. Nevertheless, the organization ended FY 2014 with a small cash surplus and did not have to use reserve funds to cover a deficit.
Foundation Staff Comments
The Arts Council changed their fiscal year in 2008 from a calendar year to July 1st - June 30th.  Financial information for 2008 is a short year (6 months of financial data).
  

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation.  The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

 

 
Address 70 Audubon Street
New Haven, CT 06510
Primary Phone 203 772-2788
Contact Email info@newhavenarts.org
CEO/Executive Director Ms. Cynthia B Clair
Board Chair Robert B. Dannies Jr.
Board Chair Company Affiliation Retired banker

 

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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.