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.
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.
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.
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.
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.
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.
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.
SAA works with many long-standing, local organizations to produce its programs and services in various locations throughout the region. These collaborative partners include:
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.
70 Audubon Street
New Haven, CT 06150
(203) 777-2386 giveGreater@cfgnh.org
© 2015 The Community Foundation for Greater New Haven. All Rights Reserved. Contact | Terms & Conditions | Privacy