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 eric@shorelinearts.org
Web and Social Media
Mission

Shoreline Arts Alliance’s mission is to Transform Lives Through the Arts. For nearly 40 years, Shoreline Arts Alliance has enriched Connecticut’s cultural landscape through our programs and arts advocacy. At the heart of our mission is a commitment to Educate, Encourage, Enrich, and Engage and we follow these guiding principles in all areas of our work.

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.

Accessibility:

Shoreline Arts Alliance has had the great fortune to offer many of our activities as equal opportunity activities by including accessibility features such as Braille and Large Print Programs, Assisted Listening Devices, American Sign Language Interpreters, escorts to and from vehicles, and the list goes on.

Our impact statement describes an incredible opportunity offered to learn and participate in the "business" side of the arts and Non-Profit administration.

One of the 15 students chosen from the 32 applicants offered great skill in creative writing and wrote weekly stories about the activities of the interns. These were published through our on-line e-newsletters weekly to 5000+ recipients. The reaction was remarkable do to her artful and creative writing.

In her first week of the internship her school issued computer stopped working, so we provided her various loaners throughout the summer and it turned out there were others amongst the group whose family were unable to provide a laptop so their child could participate fully. We again provided loaners as best we could.

The writer mentioned above also introduced us to her reality of living with a visual impairment which makes using a small device quite difficult.

Our goal is to offer 5 laptops available to loan - one of which that is large screen with the ability to connect to an event larger desktop screen to accommodate this disability.

We would be extraordinarily fulfilled to offer this opportunity to a student regardless of wealth and/or physical limitation.

Seeking $4800 
A Great Opportunity Ending Date Dec 31 2018
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 Edward Meyer
Board Chair Company Affiliation Former State Senator: State of Connecticut
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission

Shoreline Arts Alliance’s mission is to Transform Lives Through the Arts. For nearly 40 years, Shoreline Arts Alliance has enriched Connecticut’s cultural landscape through our programs and arts advocacy. At the heart of our mission is a commitment to Educate, Encourage, Enrich, and Engage and we follow these guiding principles in all areas of our work.

Background

For over 35 years, Shoreline Arts Alliance has enriched Connecticut’s cultural landscape through our programs and arts advocacy. At the heart of our mission is a commitment to Educate, Encourage, Erich, and Engage and we follow these guiding principles in all areas of our work. 

Shoreline Arts Alliance offers nine annual arts programs that provide valuable opportunities for people of all ages and levels of experience to engage in the arts. Top Talent Scholarships and Future Choices programs provide mentorships and merit scholarships to high school students in the areas of visual, performing, and literary arts. Images and New Voices in Children’s Literature: Tassy Walden Awards programs showcase the talents of Connecticut photographers, authors, and illustrators respectively. Other annual programs include free Shakespeare on the Shoreline performances, the Rising Stars performing arts camp, and an Internship Program for high school students. In addition, Shoreline Arts Alliance acts as an arts advocate and agency for other arts organizations and individual artists statewide, providing valuable support for our members. ArtsNet90 and Spotlight on the Arts programs offer educational, networking, and marketing opportunities for these artists and organizations.  
 
Impact

 In March 2018, Shoreline Arts Alliance's Future Choices Competion and Exhibition leveraged over $800,000 in awards and scholarships for young visual artist. This significant support is the most that has ever been awarded in the competition and as a result 10 students have been awarded 4 year scholarships to Lyme Academy College of Fine Arts.   

In January 2018, Shoreline Arts Alliance launched a new website and branding package. The new website is engaging and user friendly. It hosts an attractive searchable events calendar which is available to our members to post their events free of charge. Member events are marketed in our weekly e-newsletter and on the social media platforms of Facebook, Instagram, and Twitter. Our social media presence has greatly increased during the past year and we find it to be an excellent way to communicate with the community and promote our members.


We have also created a new program, Spotlight on The Arts, in partnership with GCTV to promote the work of our artisst and arts organization members. Spotlight on the Arts is a monthly news program that highlights upcoming events on Shoreline Arts Alliances events calendar. Each segment features guests artists or organizations and may include performances or behind the scenes looks at upcoming programs. After airing, guests are provided with edited footage that is uploaded to YouTube and may be used for their marketing purposes. Spotlight on the Arts is a free program that is available to all Shoreline Arts Alliance members.

Needs

Shoreline Arts Alliance's most pressing needs are as follows: strengthening the organization’s infrastructure by hiring additional staff and expanding current staff roles, creating a position dedicated to marketing, focusing on development, acquiring a larger space for operations, and engaging a consultant to help us continue our progress towards acquiring sites for our interim facility and our Cultural and Healing Arts Center. The first three needs relate directly to staffing and will be accomplished with the addition of one full time employee devoted to marketing as well as the expansion of key part time staff employee roles. This new organizational structure will allow our development associate to focus solely on fundraising and capacity building.

As our staff grows, it will be vital to the success of our organization that we find a larger space to support both the needs of the staff and the community. We have recently received a grant to assist in acquiring this facility and hope to move forward with this initiative as soon as possible. We seek to hire a consultant to assist with this as well as to help our steering committee with due diligence research as they find a home for Shoreline Arts Alliance's proposed Cultural and Healing Arts 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!

We 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 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 to 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.

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 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 37 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.
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

Shoreline Arts Alliance serves residents and visitors in the central coastal region of CT fromaven  East Hto the CT River.  We act as a Reional Service Organization of the Connecticut Office of the Arts serving a 24-towns region. Our juried competitions and FREE programs draw economically challenged individuals/families/seniors of diverse social/racial background of below median income from across the state and region.

Programs
Description Free Summer Performances on the Guilford Green: a week of Shakespeare including free lectures, family friendly, and sensory friendly childrens performances
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.
* 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 3
Number of Volunteers 2
Number of Contract Staff 1
Staff Retention Rate 66%
Staff Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 2
Female 6
Unspecified 0
Senior Staff
Title CEO and ED
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 and Healing Arts 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 Edward 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
President William 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
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 10
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 9
Female 1
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. 
 
 
Financials
Fiscal Year Start July 01 2017
Fiscal Year End June 30 2018
Projected Revenue $277,802.00
Projected Expenses $277,696.00
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 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
Capitial Campaign
Currently in a Capital Campaign? Yes
Goal $500,000.00
Amount Raised To Date 100000 as of Mar 2018
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. Some financial information from the organization’s IRS Form 990, audited financial statements or other financial documents approved has been inputted by Foundation staff. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. A more complete picture of the organization’s finances can be obtained by viewing the attached 990s and audited financials. 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 eric@shorelinearts.org
CEO/Executive Director Mr. Eric Dillner
Board Chair Chairman Edward 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.