Shoreline Arts Alliance
725 Boston Post Rd
Suite 6
Guilford CT 06437
Contact Information
Address 725 Boston Post Rd
Suite 6
Guilford, CT 06437-
Telephone (203) 453-3890 x
Fax 203-453-3890
E-mail donita@shorelinearts.org
Web and Social Media
Mission
Since 1980, the mission of the Shoreline Arts Alliance has been to cultivate artistic activity of the highest caliber in the central Shoreline region of Connecticut by presenting performances by local, national, and international artists; by sponsoring competitions and other activities to encourage and educate artists and arts participants of all ages; by assisting member arts organization; and by helping to build the infrastructure for the arts on the Shoreline.
A Great OpportunityHelpThe nonprofit has used this field to provide information about a special campaign, project or event that they are raising funds for now.
FUTURE CHOICES 2017- Lyme Academy College of Fine Arts
 
In 2016 this juried art exhibition awarded over $575,000 in cash prizes and scholarships to outstanding high school art students residing or attending school in the Shoreline region. Held at the Lyme Academy College of Fine Arts, it offers students the experience of being juried by experts in the arts and exhibiting in a professional gallery setting. 
 
Students who reside or attend school in the 24-town Shoreline region are eligible to submit up to three works for this juried competition. Towns include: Branford, Chester, Clinton, Cromwell, Deep River, Durham, East Haddam, East Hampton, East Haven, East Lyme, Essex, Guilford, Haddam, Killingworth, Lyme, Madison, Middlefield, Middletown, North Branford, Old Lyme, Old Saybrook, Portland, Salem, Westbrook. Please see your art teacher for information on the 2014 Future Choices exhibition or call the Shoreline Arts Alliance office at 203-453-3890. Categories of submission are: ceramics, drawing, mixed media, painting, pastels, photography, print making, sculpture and video. 
 
Submissions: February 8-10, 2:30-5pm
Jurying Day: February 11
Exhibition Dates: February 15 - March 7 Monday-Saturday 10am-4pm
Artists Reception and Awards Ceremony: Sunday February 26, 3-5pm 
A Great Opportunity Ending Date Mar 07 2017
At A Glance
Year of Incorporation 1980
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. Eric Dillner
Board Chair Chairman Ed Meyer
Board Chair Company Affiliation Former State Senator: State of Connecticut
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission Since 1980, the mission of the Shoreline Arts Alliance has been to cultivate artistic activity of the highest caliber in the central Shoreline region of Connecticut by presenting performances by local, national, and international artists; by sponsoring competitions and other activities to encourage and educate artists and arts participants of all ages; by assisting member arts organization; and by helping to build the infrastructure for the arts on the Shoreline.
Background The Shoreline Arts Alliance is a premiere source of cultural events and competitions for people of all ages along the central coastal region of Connecticut.
Impact

Shoreline Arts Alliance launched a new outreach program titled ArtsNET90 in August. This is a 90-minute networking meeting that has six sessions scheduled for this fiscal year. The sessions reach across our region, bringing together senior staff, board members and volunteers, in a fast-paced, formatted agenda. The goal is to strengthen our relationship with the many organizations that we serve in our region; to build awareness of the many and varied art and cultural activities that are available; to encourage collaboration; and to learn of successes and challenges that this sector faces. By involving staff, board and volunteers many different perspectives and viewpoints are presented.

We have hosted four ArtsNET90 meetings thus far and have engaged an energetic worker who is doing much of the outreach to artists and organizations to encourage them to take advantage of this sector building program. Our first meeting (August 2) brought 18 representatives together.  By our fourth meeting, we had over forty sign up to attend. The rapid growth in attendance, the number of returning attendees and the new connections made has far exceeded our expectations this early in the development of the project.

In addition to the networking and marketing opportunities that these gatherings provide we are also scheduling a short (15 – 20 minute) presentation on a topic of general interest. Session 1 welcomed representatives from the CT Community Nonprofit Alliance in Hartford to present information and explanation on the State Budget as it relates to the Arts & Cultural sector. Session 2 welcomed University of New Haven Professor, Dr. Ronald Kuntz and his teaching assistant. Dr. Kuntz’ topic was At Least This Much – How Much Time Should I Be Spending on My Social Media Outreach? Dr. Kuntz also provided his power point presentation to all in attendance. Session 3 welcomed keynote speakers from the inovative and new ICRV radio station at the Branford Art Center (Branford), December 6; Session 4 welcomed state Public Director of The Alliance for Non Profits.
The ArtsNET90 sessions have been scheduled for the remaining months. They are the first Tuesday of every other month. The Remaining Sessions include Session 5 at Vista Life Innovations (Madison); and Session 6 at Shore Line Trolley Museum (East Haven) on June 6. Speakers have not yet been confirmed for the remaining sessions.

Shoreline Arts Alliance has a Board member who has committed to being our representative at all of the sessions. Through his attendance and efforts we have been able to engage Board members from other organizations to participate. Each meeting is scheduled at a Member Organization’s facility thus adding another level of awareness for the hosting organization.

 
Needs
Shoreline Arts Alliance's most pressing needs include strengthening organization’s Infrastructure, Management and Governance  Infrastructure and operating needs include: technology advancements to enhance efforts to raise and manage financial and human resources; improve efficiency in deliverables; strengthen governance to position ourselves for productivity and longevity; continue to build marketing and branding of the organization.

Our first priority is to seek a new or additional facility to conduct business and support our mission to Educate, Encourage, Enrich and Engage our communities through the arts, culture, heritage and humanities. The current office has worked for many years but no longer meets our needs as we continue to build the business and seek a permanent home. The current location has little to no visibility in the community and because of limited space requires that most of our business be conducted off-premise. This decreases the amount of time the staff is in the office, increases the expense for time and travel, and leaves the office frequently under-staffed. Efforts continue to find a location that will meet our goals of developing a Regional Cultural Center and a permanent location for Shoreline Arts Alliance. Additionally, though we are currently bound by a confidentiality agreement, we have entered into a partnership with a major CT company to include many other services and programs in our strategic business plan, which will contribute significantly to our mission and our sustainability and be a strong consideration for a permanent location. We have also formed an alliance with the University of New Haven with the Department of Business, Marketing and Quantitative Analysis, the Department of Communication, Media and Film, and with UNH’s recently acquired Lyme Academy College of Fine Arts. This collaboration continues to support to our organization in the form of scholarships and continuing education opportunities for students (almost $500,000 awarded this year), social media engagement and expansion (an increased presence on Facebook, Twitter, Instagram), and marketing and technology assistance for better outreach and communication (students are reviewing and working on marketing and branding ideas). In return, Shoreline Arts Alliance is able to engage some of the most talented regional high school artists to exhibit at the UNH-LACFA campus, offer guidance and direction for independent projects in Business, Marketing and Quantitative Analysis, and work collaboratively with the Communication, Media and Film on specific projects. This relationship is directed primarily at engaging our audience/donor base, expanding our visibility and building our brand, all of which support our mission and our efforts to develop a cultural hub (Regional Cultural Center) encouraging and supporting creativity and innovation. Short term new space with increased visibility will require considerably higher expenses but ultimately provide a more conducive environment in which to conduct and expand the business. Once identified and leased the organization will begin the relocation process to include: renovations and upgrades, physical move, installation, reconfiguring and trouble-shooting technology, notification to our constituents of new location and reviewing, revamping or creating new office procedures and protocols and orienting staff, board, volunteers and visitors to new space.

With strengthening and growth as our three year goal, it is essential that we invest in a user-friendly, comprehensive content management system (CMS) that meets the increased needs, expansion and diversification of the organization. Our current data base was purchased in 2008 and organizational growth in 8 years has surpassed the capabilities of this CMS. Investing in a new CMS or upgrading the current system is vital to improving tracking and communications with our current donors and participants and to identifying and raising funds from diverse sources, generating earned income, garnering in-kind donations, effectively soliciting and managing volunteers, and providing accurate demographic and reporting data. We have invested a significant amount of time in research, review and negotiations in an effort to select the system that will best meet our current needs and provide substantial growth potential. Essential components of an RFP are: in-depth analysis of current system identifying those components that are specific to our business; on-site training with staff and key board members; readily available technical support to address questions, issues, etc. Existing data base needs to be reviewed for accuracy, consistency and levels of participation so that data migration into a new or upgraded system will be compatible and comprehensive. This will require the hiring of the Development Coordinator and Development Associate as soon as possible to undertake this assignment and to identify and prioritize the data to be uploaded to a new CMS. This transition will occur in multiple phases over two years. New donors will be immediately entered into the new system. The Development Associate working directly with the CEO/Executive Director and Board of Directors will research donors for giving history, event/program participation and special interests to then schedule meeting(s) to outreach to the donor, update them on SAA’s strategic short and long-term plans, engage or re-engage them in the organization. By having donor history, opening channels of communication and providing the donor opportunities to identify their areas of interest will lay the framework for the discussion and capital campaign for the creation of a Regional Cultural Center.

CEO Statement

The Shoreline Arts Alliance is responsible for serving the broad cultural sector within the region and making the arts part of the daily fabric of community life: Educate, Encourage, Enrich, and Engage!

Provide Business support and leadership to Arts, Culture and Heritage Organizations as will as individuals in those fields.

Board Chair Statement

Upon the arrival of a new CEO/Exec Dir. in the late summer of 2011, SAA recognized the need to reconfigure its vision and strategic plans for the future. After attending a capacity building program sponsored by Community Foundation of Greater New Haven with Chuck Loring in 2012, the Board and CEO Eric Dillner realized the need to determine a new vision for the organization, including a new case statement that more effectively encompassed the primary activities and functions of this vision. After reviewing the functions of the organization in its current state, the Board and CEO concluded that service was the chief component of all activities and roles of SAA. Through SAA’s membership service, its function as a local arts agency in the state of Connecticut, and its programming, the most visible component of its operations are its services provided to member organizations, non-member local arts organizations, professional artists, budding artists, and community members that attend SAA programming. Thus, the model to educate, encourage, engage and enrich through the arts became the guiding force of the organization and the lens through which to rebrand and cultivate a newly framed non-profit.

With the guidance of a CEO, Shoreline Arts Alliance’s new multi-layered strategic vision and plan has proved to deliver even greater impact in the region and throughout the state of Connecticut than it has over the last 34 years. The transformation of Board members from tactical operations managers to governance and fund development leaders is catapulting SAA into a true Business of the Arts. As a team of Arts Ambassadors, Board members serve as key constituents of the arts community, representing SAA and the services it is able to provide to arts organizations as a Local Arts Agency in the state. Simultaneously, the development of a new staff focus from a grass roots/task driven operation to a business model allows for the Strategic Fund Development Team to fully focus on arts funding for SAA and the region, in tandem with an Operations Team that serves to support programming and day-to-day business.
SAA has enhanced and expanded its already unique array of services by becoming more visible through the continued development of its brand and by building a greater presence in its communities.
SAA is developing more leadership programs through its Peer Advisers Network to help local arts organizations plan and execute strategies to aid in their growth. Through the CEO’s ability to address local organizations’ unique challenges, he and SAA will advise these organizations to success, positioning SAA as a true force in the arts industry of Connecticut.
SAA is fully committed to investing in the future. Our nationally recognized CEO's strategic plan to build a team of arts ambassadors, develop a stronger board/committee structure, expand a volunteer base, and develop a brand celebrating the achievements of SAA in the region has made the organization achieve financial stability as we have expand service throughout the region.
Achieving the organizations 35 year mission to develop a cultural center on the Shoreline is in our sites.  We look forward to serving the community in an even more substantial way as we proceed forward.
We are proud to announce our CEO has recently signed a 5 year contract committing to carrying Shoreline Arts Alliance forward for the forseable future. 
Service Categories
Primary Organization Category Arts,Culture & Humanities / Arts & Humanities Councils & Agencies
Secondary Organization Category Arts,Culture & Humanities / Visual Arts
Tertiary Organization Category Arts,Culture & Humanities / Performing Arts
Areas Served
In a specific U.S. city, cities, state(s) and/or region.
Branford
East Haven
Guilford
Madison
North Branford
Shoreline
Other
New Haven

SAA serves residents/visitors in the central coastal region of CT from East Haven to the CT River, as a CT Local Arts Agency in 24-towns. Jurried competitions and FREE programs draw economically challenged individuals/families/seniors of diverse social/racial background of below median income from state/region.

Programs
Description Free Summer Performances on the Guilford Green: a week of Shakespeare, family concerts in a variety of genres, and Kazoo - Kids Activity Day
Population Served Families / Children and Youth (0 - 19 years) / Aging, Elderly, Senior Citizens
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.
  • These programs will result in citizens' and visitors' exposure and access to quality performances FREE of charge.
  • Artists and organizations hired to produce these events by SAA will be granted employment and exposure throughout the community.
  • These programs (specifically Shakespeare on the Shoreline) will foster community discussions about art AND how art reflects timeless aspects of the human conscience.
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.
  • Free programming will be introduced in many towns throughout SAA's region (particularly New Haven County), providing quality art performances to citizens and visitors at NO COST.
  • These programs will bring people together to discuss the value of the arts within their communities and how it impacts daily life.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
  • Audience surveys will ask questions resulting in quantitative and qualitative data:
  1. hometown
  2. how many people in the individual's party
  3. how many adults/children
  4. how often he/she attends (free) performances
  5. how often he/she attends ticketed events
  6. how he/she heard about the program
  7. whether or not this is their first year of attendance
  8. recommendations for the future
  9. what aspect(s) of the program the participant enjoyed most
  • Quantitative data will also be collected by volunteers and staff at events
  • The town and local businesses in which events take place (currently Guilford) will be surveyed to discover economic impact events bring to the local businesses.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
  • Shakespeare on the Shoreline draws 6,000+ individuals from both the local community and from outside the state each year.
  • Performances are varied in artistic form and draw crowds from 300 to 750 to experience and be exposed to unfamiliar genres of music, often because it is free to attend.
  • Programs draw citizens and visitors into the region, creating economic impact through sales at local businesses.
Description Member Organization Services: membership program serving over 100 arts and cultural organizations with networking, promotion, and professional services via our website, quarterly newsletter, and weekly e-newsletters as well as workshops and training sessions regarding different aspects of non-profit arts management.
Population Served General/Unspecified / General/Unspecified / 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. 1) Increase in membership - SAA would like to see its membership increase by 15% over the next three years, with the following percentages each year:
    Initial year: 3%
        Year 2: 6%
        Year 3:  6%

2) Increase in website visits - In 2012, the SAA website welcomed 19,879 viewers. SAA wishes to increase this number to provide exposure for member organizations and their events as well as SAA services.  Over a three-year period, SAA's goal is to increase visits from New Haven from 26% to 30% and visits from New Haven County from 68% to 72%. These numbers will be monitored through Google Analytics and marketing plans will be adjusted accordingly throughout this time frame to aid in this increased drive.

3) Increase in subscriber base - SAA will increase its 4,000 subscribers over the next three years by 25% with the following increases per year:
    Initial year: 250 subscribers
    Year 2: 400 subscribers
    Year 3: 450 subscribers

4) Increase in PAN Participation - SAA will improve the number of consultancies through Peer Advisors Network by 20% over the next three years, integrating the for-profit industry into its network of advisors and advisees.

5) Replicate and expand existing programming throughout service area - SAA will produce two monthly workshops on organizational development in different areas of New Haven County. Two larger events will also be held each quarter to ensure ALL of New Haven County is provided these services.
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.
1) Increase subscriber base to 10,000 resulting in increased community presence at SAA and member organizations' events.
2) Obtain every arts organization in the region as a member of SAA, resulting in increased services and development of Shoreline arts infrastructure.
3) Develop an individual artist program to provide personal services (exposure, financial aid, website development, etc.) for local artists.
4) Increase the number of PAN participants to include ALL the region's arts organizations, allowing for organizational success through growth and development.
* All of these changes will result in an increased presence of artistic organizations within the region and state, proving to legislatures the value the arts can bring to the state through tourism and economic development.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
1) discussions with member organizations
2) monitoring of website analytics
3) statistics on PAN participation
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
-In 2012, 56% of visits to SAA's website were generated by new visitors.
-In 2012, SAA saw just under 20,000 visits to its website; over half from New Haven County.
-Increase in member organization's submissions for SAA marketing materials (now at an average of 15 arts events per day advertised on SAA's online interactive arts calendar)
-New e-newsletter formatting featuring member organization's events has resulted in an increased click-through rate from 2% to 21%.
-Since 2010, the number of subscribers to SAA's online e-newsletters has increased from 2,500 to 4,000.
Description
 
Tassy Walden Awards - A statewide competition for unpublished  authors and illustrators of children's books.
 
IMAGES - The IMAGES Photography Competition and Exhibition continues to be the longest running, annual, juried photography competition for photographers throughout the state. IMAGES provides a forum for photographic artists to come together, to share their visions, and exchange ideas. In 2013, 118 photographs representing 73 photographers were selected for public exhibition at the Guilford Art Center's Mill Gallery.
 
Future Choices - A juried art competition and exhibition for high school students who live or attend school in the Shoreline region, Future Choices presents financial awards, college tuition scholarships, and prizes.
 
Scholarships in the Arts: Shoreline's Top Talent - Shoreline's Top Talent is the only program in Connecticut to offer awards in multiple arts disciplines, providing financial scholarships and professional mentoring sessions to high school students.
Population Served General/Unspecified / Adolescents Only (13-19 years) / Adults
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.
1) These service-based programs will be replicated and introduced throughout the region in order to improve services to other communities and individuals (specifically New Haven County).
2) SAA will increase exposure for winners of competitions in order to foster and develop their artistry.
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.
-All towns within the SAA region will be represented in Future Choices and Shoreline's Top Talent competitions.
-At least 70% of Connecticut towns will be represented in the Tassy Walden Awards and IMAGES competitions. 
-Artist work submitted to competitions will be shown in at least five different locations throughout the region and/or state.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. 1) interviews with participants on the benefits of these competitions
2) statistics on participation (who is participating, what community/town they are from)
3) statistics on high school participants' entrance into college/and or participation in private training
4) exposure of artists' and their work
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
-16 Tassy Walden Award winners have gone on to be published by major children's book publishers.
 -This year's Future Choices gave out $50,000 in scholarships to high school students to pursue future study and college.
-Shoreline's Top Talent winners have aided the careers of many successful and renowned artists, including Becky Newton (1995), Jennifer Westfeldt (1997), Jack Montmeat (1998), Sean Suozzi (1998), Joshua Beckman (1990), Olivia Cocchiolo (2010), Kevin Laing (2010), and Carolina Santos Reed (2004). In addition, these scholarships provide the opportunity for high school students to pursue their study of the arts through private training or college attendance. They also provide 12 students with the opportunity to study with mentor artists that belong to their field of study.
-IMAGES allows Connecticut artist's work to be installed in two locations along the Shoreline, providing participants with exhibition space (at Guilford Art Center's Mill Gallery & CT Hospice), encouraging the purchase of artists' photography, and granting public access to local art.
CEO/Executive Director
Mr. Eric Dillner
Term Start Aug 2011
Email eric@shorelinearts.org
Experience

Eric Dillner held positions such as Artistic Producing Director of Tampa Bay Performing Arts Center, Managing Director of Skylight Opera Theatre, Artistic and General Director of Shreveport Opera and held faculty positions at LIU-C.W. Post, University of Missouri-Columbia, Sherrill MilnesV.O.I.C.  Experience at Walt Disney World and was vocalogist with the otolaryngology clinic at University of Missouri Hospitals and Clinics. He is a frequent Master Class presenter in New York City and judge of competitions such as the Metropolitan Opera Competition and the New York International Opera Project in the United States and in Beijing, China. He performed the lyric tenor repertoire for such companies as New York City Opera, Opera Theatre of St. Louis, Sarasota Opera, Chautauqua Opera, Virginia Opera and with symphonies including the Milwaukee Symphony Orchestra, Louisiana Philharmonic, Orchestra of New Orleans, New Jersey State Opera Orchestra and Annapolis Symphony. He has sung with Swedish Radio Orchestra at Berwald Hall in Stockholm, Sweden, Brussels Festival Orchestra, at Cathédrale St-Michel, Bruxelles, Belgium, Concertgebouw in Amsterdam, Holland and numerous other halls throughout Sweden, Denmark, Germany, and Belgium. He is recording artist for the Music Masters Classics for BMG and appeared in PBS “Live from Lincoln Center” broadcast of Paul Bunyan (New York City Opera). His professional directing credits include Die Fledermaus, Cosí fan tutte, The Magic Flute, The Tender Land, Il Barbiere di Siviglia, Carmen, L’elisir d’amore and Dialogues of the Carmelites as well as the world premiere children’s opera Wonderland. He commissioned Michael Ching and Hugh Moffatt to create Corps of Discovery, a Musical Journey and What is Freedom. Educational commissions-Why Dinosaurs Don’t Smoke, Why Dinosaurs Don’t Litter in partnership with Louisiana Governor Kathleen Blanco and Herman the Horse, a Healthy Tail. All three were National Endowment for the Arts grant recipients.

Staff
Number of Full Time Staff 2
Number of Part Time Staff 2
Number of Volunteers 425
Number of Contract Staff 2
Staff Retention Rate 100%
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 3
Hispanic/Latino 0
Native American/American Indian 0
Other 3 0
Staff Demographics - Gender
Male 1
Female 5
Unspecified 0
Senior Staff
Title Program and Marketing Director
Formal Evaluations
CEO Formal Evaluation Yes
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 Quarterly
Collaborations

 SAA works with many long-standing, local organizations to produce its programs and services in various locations throughout the region. These collaborative partners include:

Barnes & Noble Booksellers
Blackstone Memorial Library
Boys Scouts Troop 474
Christ Episcopal Church, Guilford
Community Music School
Connecticut Hospice
Evergreen Woods
First Congregational Church of Guilford
Friends of the Guilford Library
Girl Scout Troops 2168 & 2236
Guilford Art Center
Guilford Chamber of Commerce
Guilford Free Library
Guilford Fund for Education
Guilford Parks and Recreation
Guilford Rotary
Guilford Youth and Family Services
Henry Carter Hull Library
Ivoryton Playhouse
Katharine Hepburn Cultural Arts Center
Long Wharf Theatre
Lyme Academy College of Fine Arts
Madison Alcohol-Drug Education Coalition
Madison Arts Barn
Madison Parks and Recreation.
Neighborhood Music School
New Haven Ballet
New Haven Public Library
SARAH, Inc.
Sennheiser Electronic Corporation
Team Guilford
Unitarian Universalist Society
Women & Family Life Center
Women Recreating Retirement
Comments
CEO Comments
Having the critical personnel on staff to manage and drive the creation of the cultural center project forward is critical for a timely and successful outcome. SAA continues to support its mission to Educate, Encourage, Enrich and Engage by continuing to offer programs and services valued by our constituents. Maintaining day-to-day business while addressing the demands of the Creative Placemaking Project require additional support personnel. SAA serves the year-round cultural needs of the region fostering substantial economic boon during the summer months from tourists and vacationing homeowners. This "Creative Placemaking" project will encourage this success throughout the year by providing an accessible cultural hub, where year-round residents, visitors, local businesses and artisans benefit from artistic inspiration and expression. Reuse of an historic building as a Regional Cultural Center offers a novel opportunity in New England, and will help to ensure economic revitalization in the region providing multi-purpose opportunities for creative expression and economic vitality to occur throughout the year instead of during high-peak seasonal activity. Webb Management/NYC 2005 pre-feasibility study indicated that, of 27 regional independent arts organizations and individuals interviewed, 96% favored a central hub agency, of which 56% would routinely use. The intended project building has stood vacant for over a decade. Reuse will create equitable civic development and return the building to its former esteemed position as a center of education. This incubator of creative activity will offer classes, conferences, gallery productions, performances, culinary arts activities, and new works creation, running concurrently. Local and visiting professional artisans will improve cultural awareness in the communities, inspiring young artists alike. It is well-documented that the arts create jobs, attract investments, generate tax revenues, and stimulate local economies through tourism and consumer purchases. Enhance quality of life, arts and culture is an important complement to community development, enriching local amenities and attracting young professionals to an area. Nonprofit arts and culture are: a) a $653 million industry in CT, b) supports 18,314 full-time equivalent jobs, c)generates $59.1 million in local and state government revenue. Additionally, nonprofit arts and culture organizations spend $455.5 million annually and leverage $197.5 million in additional spending by arts and culture audiences. Arts & Economic Prosperity Report IV(2012) in CT
Board Chair
Chairman Ed Meyer
Company Affiliation Former State Senator: State of Connecticut
Term Aug 2016 to Aug 2019
Board of Directors
NameAffiliation
Keith Costa Partner: Riker Danzig Scherer Hyland Perretti, LLP
Bill Freeman Principal, Celebration Green Design, LLC
Robert Friend Global Head of Business Development and Strategy for Patron Technology
Brown Gillespie Senior Account Consultant, GHP Media
Diana Hartman Realtor William Pitt Sotheby
Secretary Sue Hennessey
Steve Kops Philanthropist
Treasurer Drew Richards Senior Associate, Marcum LLP
Joel Stedman Morningside Productions
Vice President Andrew Wood Director of the Outside Perspective Project
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 11
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 9
Female 2
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 3
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Board Co-Chair
President Bill Freeman
Company Affiliation Celebration Green Design
Term Aug 2016 to Aug 2019
Email office@shorelinearts.org
Youth Board Members
Additional Boards: Youth Board Members
NameAffiliationStatus
Standing Committees
Board Governance
Finance
Board Development / Board Orientation
Building
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Finance
CEO Comments
For the past three years the CEO in consultation with past and current Board members continues to build a new board focus. The Board of Directors has moved from tactical operations managers to governance and fund development leaders. The organization has had staff and Board representation at several workshops sponsored by Community Foundation for Greater New Haven, which have been instrumental in determining the future direction of Shoreline Arts Alliance. The team has developed Board Assessment strategies and Board Expectations to further enhance the capacity building of the organization. The current President of the Board of Directors has taken the leadership role in moving the regional cultural center project forward, in addition to bringing together community leaders, and individuals with a shared interest in bringing this project to fruition and maintaining the focus on our mission to educate, encourage, enrich and engage through this project. A member of the Board of Directors is the publisher of Shore Publishing/New London Day newspapers providing us with marketing opportunities through their newspapers and online Zip06 publication. Additionally, with Shore Publishing's affiliation with The Day newspaper we have been able to extend the Shoreline Arts Alliance brand to that readership as well. Her expertise in social media, graphic design, web site design and development and marketing is a tremendous asset to us as we embark on this capacity building project. Another member of the Board of Directors is an experienced industrial film producer who has supported the efforts of this project by creating a series of videos, including a 6 minute overview of Shoreline Arts Alliance services and programs and additional 1 minute clips for each program. Each of these is designed to be imbedded into the new website to provide personal stories and visuals that support our overall mission to educate, encourage, enrich and engage. A Recent addition to the Board of Directors is an attorney who has provided innumerable hours of consultation and advise as we negotiate the terms of acquisition of the Academy building. The Board Vice-President brings expertise in Sociology with a special skill set in developing and analyzing survey data. This will be an essential element in this capacity building project for development of the website, gathering critical information on programming and services, and generating feedback from our audiences, patrons, donors, partners, collaborators and arts, cultural and heritage organizations. She is invaluable in helping us strategize this project and our long range planning. The remainder members of the board bring expertise in financial oversight, business and fund development, and community outreach. Upon approval of the next slate of officers the Board will consist of 50% women and 50% men, bringing a broad perspective and a diverse skill-set to the organization. In addition to the Board's commitment to best serve the organization and its constituents, the CEO/Executive Director has also worked tirelessly to create a sphere of influence. As a representative of the local arts community, he is committed to becoming more involved with each community in the region to better understand the arts-related needs, desires, and goals of each town in order to report these findings to legislators and to better plan on the creative uses of the regional cultural center. Paving the way for more interaction between arts organizations, towns, and the state, he continues to work at creating a more stable, concrete, and supportive relationship between the local arts and the state, proving the economic value the arts have and can bring to Connecticut. Both the CEO/ED and the Program and Marketing Director have been holding one-on-one meetings with current and potential Member Organizations. These sessions have provided much needed information, especially as relates to challenges that these organizations are facing. For many these challenges were sustaining and building audience and the need for performance/exhibition space. This information has been and will continue to be central in the development of the web site, in expanding our email contact data base and in building the infrastructure of the arts in this region. Due to SAA's small operational staff, reliance on volunteers is crucial for the successful delivery of programs and services. The Board of Directors has taken a leadership role in developing a volunteer base for support. Our third annual Mardi Gras Gala brought in over 40 volunteers to execute this very successful event. Training volunteers in various capacities, SAA is already dedicated to sharing its vision with interested individuals from the community. Although many volunteers are always committed to several of the organization's programs (IMAGES, Future Choices and Tassy Walden Awards), our goal is to expand volunteer resources over all of SAA's endeavors in order to appear equally committed to all individuals and organizations. Dedicated to expanding this invaluable resource, SAA's plans can begin, due to a recent grant, to provide a web site resource for volunteer recruitment, scheduling and retention will engage much more of the community in the arts. Lastly, the board and staff recognize the need for efficiency in the office. With a small staff, the use of technology can be the most efficient way to communicate more effectively, engage with donors, evaluate programs, schedule volunteers, support our constituents and research funding trends and opportunities. It is the Board's goal to have the technology available and in-place when recruiting for the above requested positions.
 
 
Financials
Fiscal Year Start July 01 2016
Fiscal Year End June 30 2017
Projected Revenue $312,507.00
Projected Expenses $312,507.00
Spending Policy N/A
Credit Line No
Reserve Fund No
Documents
Form 990s
Form 9902016
Form 9902015
Form 9902014
Form 9902013
Form 9902012
Form 9902011
Form 9902010
Form 9902009
IRS Letter of Exemption
IRS Letter of Determination
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 Year201620152014
Foundation and
Corporation Contributions
$89,131$121,322$105,975
Government Contributions$88,269$28,702$36,748
Federal------
State------
Local$35,935$27,968--
Unspecified$52,334$734$36,748
Individual Contributions------
------
$94,743$125,080$56,597
Investment Income, Net of Losses$51$85$112
Membership Dues$14,974$11,934$8,921
Special Events------
Revenue In-Kind------
Other------
Prior Three Years Expense Allocations Chart
Fiscal Year201620152014
Program Expense$264,833$244,260$182,468
Administration Expense$22,632$26,692$16,247
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.001.061.05
Program Expense/Total Expenses92%90%92%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201620152014
Total Assets$88,631$85,423$112,728
Current Assets$81,822$84,726$112,035
Long-Term Liabilities------
Current Liabilities$26,723$23,218$66,694
Total Net Assets$61,908$62,205$46,034
Prior Three Years Top Three Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountCT Office of Arts $35,935CT Office of Arts $27,968CT Office of the Arts $36,748
Second Highest Funding Source & Dollar AmountThe Community Foundation for Greater New Haven $20,610CT Historica Program - DECD $20,000Sennheiser Electronic Corp. $25,000
Third Highest Funding Source & Dollar AmountNewAlliance Foundation $5,000NewAlliance Foundation $5,000CT Humanities $8,493
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities3.063.651.68
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
Foundation Staff Comments 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. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. 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 725 Boston Post Rd
Suite 6
Guilford, CT 06437
Primary Phone 203 453-3890
Contact Email donita@shorelinearts.org
CEO/Executive Director Mr. Eric Dillner
Board Chair Chairman Ed Meyer
Board Chair Company Affiliation Former State Senator: State of Connecticut

 

Related Information

Support Arts & Culture

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.