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3Rivers Arts

 2 Watson Place, Building 7
 Framingham, MA 01701
[P] (978) 391-9222
[F] --
www.3riversarts.com
[email protected]
Monica Hinojos
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INCORPORATED: 1974
 Printable Profile (Summary / Full)
EIN 23-7346419

LAST UPDATED: 01/30/2015
Organization DBA 3Rivers Arts
THREE RIVERS CENTER FOR THE ARTS INC
Former Names Groton Center for the Arts, Inc. (2012)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

3Rivers Arts' mission is to provide quality arts events, support local artists, and spur the creative economy to enrich community life.

Mission Statement

3Rivers Arts' mission is to provide quality arts events, support local artists, and spur the creative economy to enrich community life.


FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $225,000.00
Projected Expense $225,000.00

ProgramsMORE »

  • 3Rivers Youth Theatre
  • Artists Collaborative
  • Artworks Summer Camp

Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

3Rivers Arts' mission is to provide quality arts events, support local artists, and spur the creative economy to enrich community life.


Background Statement

3Rivers Arts(3RA) is a 501(c)3 regional arts organization focused on bringing more art and cultural opportunities to communities in the Nashua, Nissitissit and Squannacook River watersheds. Our mission isto provide quality arts education and events, support local artists, and spur the creative economy to enrich community life.

A visionary community leader and art supporters who were interested in developing a rich arts culture in Groton established Groton Center for the Arts (GCA) in 1974. Today as 3Rivers Arts, the legacy of the GCA endures. We are building on the fine cornerstones left for us by the founders. Our early successes include Grotonfest, a blockbuster event each fall in Groton center; Indian Hill Music, which began as an amateur organization sponsored by the GCA, and now boasts tremendous success in music, education and performance; Artworks Summer Camp serves 200 children every summer; and the Youth Theatre enrolls 75 children for the fall and spring drama productions, giving them the opportunity to develop their own creativity, artistic expression, and self confidence.

Until November 2011, the GCA sustained itself by offering the two youth programs with the help of volunteers. With a board of directors seeking to retire but wanting to keep the nonprofit operational, the directors sought new leadership. The GCA was invigorated by a new Executive Director and board of directors in 2012—and a new direction. Honoring the work of their predessors, the new leadership built on the solid foundation while creating a new vision that involved expanding beyond Groton. We updated the mission and launched programs that promote artists and the creative arts throughout the region. Our new focus includes:

1.             Community Arts Engagement Programs (Education and Events): Offering diverse programs that provide a rich array of opportunities for learning and self-expression; reaching out to the region with our events, and building creative partnerships.

2.             Artists Collaborative:  Providinglocal artists with many and varied opportunities for their work to be seen and heard.

3.             Creative Economy Initiative:  Embracingthe creative sector as a vibrant, economic engine for the region.The arts are the heartbeat of many communities, and whenit comes to reviving downtown centers, increasing tourism and generating jobs, there are few motors as powerful as the arts.


Impact Statement

 

Before the new leadership and name change in 2012, the organization established a legacy of providing quality youth arts programming that spanned almost 40 years mostly due to the work of volunteers without a real organizational structure. With a new executive director and board of directors, the organization is soaring to new heights. It accomplished the following:

 

Accomplishments: 

  • Broadened our reach from one town to serve 15 Central Massachusetts communities
  • Increased youth participation in our summer art camp by 40%
  • Forged 25+ new relationships with the business community
  • Launched a new Artists Collaborative that comprises 30 artists throughout the region
  • Built an entirely new organizational infrastructure that established accounting, operations, and HR systems; and launched a new website and brand identity

Goals:

  • Develop a corporate and individual giving fundraising plan and Artist Collaborative outreach plan to grow our membership and donor base.
  • Increase youth participation in our summer art camp by additional 20%
  • Launch Vacant2Vibrant (V2V): an initiative forcreative re-use of downtown vacant storefronts in Ayer, MA, which will result in;
  1. Better marketability of vacant real estate through arts programming, exhibits and installations
  2. Increased access for artists to work or exhibit art in high-pedestrian areas throughout the region
  3. Enhanced cooperation between local artists, municipalities, and property owners.
  • Launch The Nines: a multi-stage, multi-arts music, arts, and discovery festival in Devens, MAaimed at attracting a wide audience from the Northeast and beyond.
  • Raise an additional $50,000 beyond earned revenue to cover our operating expenses and enable us to implement our strategic plan and new regional arts programs.


 

 

 


 

 
 

Needs Statement

  1. Financial Resources:  We need $50,000 beyond earned revenue to cover our operating expenses and enable us to implement our strategic plan and new regional arts programs.
  2. Board of Directors Development:  We need to recruit at least four additional board members this year to help broaden our regional reach and support the organization's strategic goals. 
  3. Development / Fundraising staff:  We need someone on staff with nonprofit development experience, and creating and executing a fundraising strategy in order for us to reach our $50,000 goal.
  4. Office Administrator:   Need a someone on staff who can manage the day to day office needs of a growing nonprofit
  5. Technology:  We need new computers and accompanying software for a staff of three. We have one desktop computer that was donated by a volunteer. The computer is a few years old and used by the bookkeeper. Most of the time, bookkeeper will use her own personal laptop because the donated computer does not always work effectively or connect to the Internet. The Executive Director uses her own seven-year old personal laptop, which runs very slow. The PR Director only has a home desktop, so must do all her work from home. 
 

CEO Statement

Since 1974, the organization in its former identity, Groton Center for the Arts (GCA), endured by offering a variety of arts programming to the Groton community. In the 80s and 90s, it was challenged with a fracturing of original founders taking different paths, extremely lean years, and a decision at one point to shut the organization’s doors. However, in each instance, it was the local art supporters who resuscitated it due to their belief in the value the arts bring to individual lives and communities. Today as 3Rivers Arts, it continues to build on the work of its predecessors.

 

There were many challenges in taking on the leadership of an organization where in the last 20 years it was primarily managed by volunteers and struggled financially. Yet, I could see its potential. I was intrigued by the challenge and the possibility for recreating an entirely new entity with the power of arts as the motor. As Executive Director, I started with very little in financial resources with lofty goals of transforming a small town arts organization into a burgeoning regional one. With a new mission, vision, and offerings, we experienced new success in increasing revenue. However, this additional income is not enough to cover all of our operating and administrative expenses. Prior to 2012, the GCA did not have an active individual or institutional fundraising program. 3RA now needs to raise additional funds to cover operating expenses such as rent, part-time staff, utilities, supplies and equipment and other operating expenses. In the last year, the board and I worked tirelessly to build a stable foundation for continued growth by adopting new governance practices; identifying efficient uses of technology; collaborating with community partners; and introducing a new annual fundraising appeal. We’ve laid the foundation and built the framework, now the creative work begins to build a first-class regional art organization set to provide quality arts education and events, support local artists, and spur the creative economy to enrich community life.

 

If successful, our new creative economy initiatives and arts programming will make the Nashoba Valley region a destination for arts and culture much like that associated with the Berkshires or Boston. We accomplished a great deal in the first year, and we look forward to continuing to build off its success by learning from our endeavors to enhance our offerings, improve internal policies and operations and establish partnerships that will lift and strengthen our brand and reach.

 


Board Chair Statement

 

 

After 20 years as an entrepreneur and business consultant and another 10 in local politics forging a better future for my community. This combination of experience and skills positioned me uniquely to help the organization. My experience in business government and the arts led me to believe strongly that creativity is at the heart of a healthy growing economy. When I learned of the organization’s need, I jumped at the chance to contribute to its success. The directors wanted to develop a legacy so the 40 years they put into community arts did not cease. I provided pro bono consulting services to determine how to move forward. When looking at the area footprint, determining the programming and economic needs, speaking with volunteers and examining regional requests, a revamped mission that embraced old values and recognizing current needs was created.  

We began our process of transition planning with two steps. First, we began to author a plan. Second, we began looking for an executive director to pull the organization together and implement the plan. We found Monica Hinojos, an energetic, driven, businesswoman dedicated to the arts and our community. The first issue of many was the question of how to build up our organization and reinvigorate its Board of Directors. Monica brought a number of new folks into the organization, and asked me to join the board. It was apparent that we had several members who had tirelessly run an ad hoc set of programs for years. However, they were burnt out and not interested in moving forward with the new organization. It was difficult, but through attrition, the previous board stepped down and new members joined.

In our first year of redefinition there was the equivalent work of any start–up business and all board members donated hundreds of hours to help get us up and running. We had a successful first new year, but the unfortunate price was the loss of couple of our newest members who feared too much time commitment was not sustainable. We regrouped and have developed a clear explanation of what joining our board means. We now have an application and interview process. Our goal is to grow the board by gaining two members representing each member community. We have defined a broad list of board member desired expertise so that we can help members find their place.

The board effectively professionalized 3RA by accomplishing a multitude of governance policies and procedures, and supported Monica driving changes in the operations, programs, and marketing. As a result of her efforts, we accomplished many things this past year.

As is often the case with any organization, communication turned out to be one of our biggest problems this year as issues arose while we implemented programs, worked out relationships with vendors, hired staff, and other business. At our year-end general meeting of staff and board members we decided on flash reports to consistently communicate among the team. Only people actively running programs or doing work for the organization submit weekly reports, sharing updates with the entire group. This has worked very well. These and other practices and plans bode well for a successful 2013.

 


 

 


Geographic Area Served

CENTRAL REGION, MA
Nashoba Valley Region:  Ayer, Boxborough, Devens, Dunstable, Groton, Harvard, Fitchburg, Lancaster, Littleton, Lunenburg, Pepperell, Shirley, Townsend, West Acton, Westford

Organization Categories

  1. Arts,Culture & Humanities - Arts & Culture
  2. Arts,Culture & Humanities - Arts Education
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

3Rivers Youth Theatre

The Youth Theatre fall and spring drama productions give youth (ages 7-14) the opportunity to develop their own creativity, artistic expression, and self-confidence. Each child who signs up will be cast in the production. Every child has a role, a character with a name, lines to speak and participates in musical numbers. This teaches that each child has a significant contribution to the production and theatre company. 

Budget  $21,500.00
Category  Arts, Culture & Humanities, General/Other Children's Theater Programs
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

By the end of 2013, 25% more enrollment for both the spring and fall productions giving youth the opportunity to play a speaking role in the plays.

If by reaching that theatre enrollment, it creates a financially successful model and allows for Artworks net income to be used for other arts programming, rather than covering youth theatre costs, or implement short-term objectives for the camp.

Program Long-Term Success 

For youth participating in the youth theatre, 80% continue to through the program until they age out at 14.

Based on success, we can roll out the youth theatre program in other towns in the region for more youth with theatre programs in their community access to the benefits of youth theatre.

Program Success Monitored By 

Parent surveys for youth participating in our youth programs.

Camp directors and counselor, Youth Theatre directors’ feedback and meetings to continue to learn from youth programs.

Examples of Program Success 

Since spring 2012, we implemented ideas to increase revenue to make it a sustainable program. We were successful in creating consistent net income, but it is dependent on reaching specific enrollment. 

  • Net income in the fall 2012 was 198% > fall 2011 and 227% > spring 2012
  • Enrollment was consistent in bringing in 28-30 youth for each of the three productions since fall 2011. The goal is to reach 40 youth for each play.
In corporate America I struggled with presentations.  I know the public speaking skills my daughter has developed through her participation in youth theatre productions has given her confidence and an ability to communicate that will serve her well in adulthood. - Eileen Gromann, Youth Theatre Parent

Artists Collaborative

The Nashoba Valley Region is rich with artistic talent, and we are here to make sure it is recognized! Through our Artists Collaborative, our mission is to ensure that local artists have many and varied opportunities for their work to be seen and heard, that our artists know they are valued, and that they are compensated for their work.

Artists in our collaborative will have the chance to be in the spotlight through 3Rivers Arts-sponsored events, fairs, media opportunities, inter-regional collaborations with other arts organizations and local creative economy initiatives.

Budget  $5,000.00
Category  Arts, Culture & Humanities, General/Other Artists' Services
Population Served Adults General/Unspecified
Program Short-Term Success 
  • By the end of 2013, we anticipate to have double our membership to include 60 members (30 renewals, 30 new members).
  • By the end of 2013, we want at least one local business to have a rotating exhibit/display of our artists collaborative work in five new towns. We currently have one such program in Groton. 
Program Long-Term Success 

For artists who become members, 100% are able to sell their work due to an opportunity provided through our outreach and artist exposure initiatives.

Artists throughout the state recognize the exposure and the creative incubator our artists’ programs have created for the region and move to be a part of it.

Communities throughout the region turn the artists within their communities (members of our collaborative) as creative leaders to spur tourism and economic growth.

Program Success Monitored By 

  • Artist surveys and forums to gather information to best serve our artists collaborative members.
  • More membership and inquiries for artists opportunities
  • Contact from local groups, municipalities and individuals to introduce our artists’ programs to their communities.

Examples of Program Success 
In one year without a program budget to promote or guarantee specific exhibits or visibility, we launched and acquired 30 artists collaborative members. Most are from Groton, Harvard, Pepperell, Littleton, and Leominster. However, we have artists from other parts of Massachusetts, and as far away as New York City. This indicates that there are artists in our part of the state (and beyond) hungry for exposure and opportunity. 
 
"3Rivers Arts opened up amazing possibilities for me.  I joined fresh into the game as an artist and they immediately helped me to get my art out there.  From forming connections with local business, like a show of my work I had at the local café, to putting my art into 1000 households in the area with a mailer I designed, the Artist’s Collaborative has been on my side supporting my art & business. I’m not even a year in and I know more projects are already lined up I’m excited to be a part of."  - Christopher Cyr, www.plaidcats.com
 

 


Artworks Summer Camp

For over 30 years, 3Rivers Arts Artworks Summer Camp provides the ideal environment and a unique opportunity for children to appreciate the arts, as well as develop physical and mental skills through programs that are enriching, educational and fun. 3Rivers Arts believes participation in the arts plays a key role in a child’s intellectual development; therefore our camp is one of the few in the area whose primary focus is the arts, but also includes outdoor recreational time, swimming, basketball, tennis, Lego camp and a writer's workshop. We offer programs for children and youth ages 4-16. We believe camp provides an opportunity for personal growth, to develop leadership skills and build lasting friendships.

Budget  $120,000.00
Category  Arts, Culture & Humanities, General/Other General Arts Education
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

By the end of 2013, we’ll increase enrollment by 20% reaching more youth in communities beyond Groton.

Offer two new camp programs (writer’s workshop and lunch option) that create new love for writing and a new convenience for parents encouraging them to choose our camp for its affordability, flexibility and variety of offerings versus our competitors.

By summer 2014, offer at least one specialty art workshop oriented to career and college preparation for teens 16-18 years old.

Program Long-Term Success 

For youth participating in our camp, 60% come from communities other than Groton providing arts camp experience for youth who do not have access to it in their town.

For youth participating in the program, 10% attend from disadvantaged backgrounds through scholarships.

For a full-time, annual camp staff focused on exploring new offerings and special guest artists enhancing the overall camper experience.

For many of campers who start at 4 years of age continue through camp and become Counselors-in-Training, and possible camp directors.

Establishing an arts + leadership institute for teens that age out of the camp at 16, but want to continue with programming preparing for leadership roles in arts and culture or advanced specialty art workshops.

Program Success Monitored By 

Parent surveys for youth participating in our youth programs.

Camp directors and counselor, Youth Theatre directors’ feedback and meetings to continue to learn from youth programs.

Examples of Program Success 

 

Artworks had a banner 2012 compared to the last four years.

·      Revenue increased 3% > 2008, 40% > 2009, 45% > 2010, and 43% > 2011.

·      Net income increased 119% > 2008, 111% > 2009, 162% > 2010, and 274% > 2011.

·      Camper enrollment was lost when volunteers managed 3RA, but we have camp enrollment from 2010-2012. Enrollment increased in 2012 by 31% > 2010 and 30% > 2011.

 

Artworks Summer Camp was a wonderful experience. At the end of six weeks I was amazed by how much my daughter grew; emotionally, more confident, and self-expressive.  She was inspired to pursue a role in the Youth Theatre after her positive experience in the summer theatre camp. – Michele Tetreault, Artworks parent


CEO/Executive Director/Board Comments

The youth theatre is a challenging program because of the high number of registrations needed for it to be sustainable. We will continue new ideas and methods of promotion to attract young actors. We also have goals of improving the quality of the overall production, costumes, makeup and set design. However, this will increase costs but parents come to expect more for the tuition they pay versus the public middle school play. The parent volunteer formula is successful in many ways, but it doesn’t provide the same level of professional expertise for each play. As we grow, we will hire someone for business sponsorship (for all programs) to elevate the quality of the productions. It is an important program because of the skills and self-confidence it gives it child, so we will continue to be as creative to keep it as one of our program offerings. 

Management


CEO/Executive Director Ms. Monica E Hinojos
CEO Term Start Nov 2011
CEO Email [email protected]
CEO Experience

Monica Hinojos is an accomplished business and community leader with over 15 years of diverse experience, shaping a career as a collaborative, persuasive problem solver. As a consultant, she identified and supported results-focused leaders, social entrepreneurs, nonprofits, and artists by employing her marketing, project management, fundraising skills to spearhead innovative programs to spark change. Her PR and marketing background consists of leading creative programs for Massachusetts Office of Travel + Tourism, Monster.com, Allaire, and Manage, Selvage & Lee Public Relations. She led entrepreneurial programs at the Center for Women & Enterprise.

Monica has taken on volunteer leadership roles in peace making and women empowering initiatives. She is a former member of the Board of Directors for One Common Unity in Washington, DC (now on their Advisory Board), an Advisory Board member of Women’s Education Project in NYC, and a member of the Boston’s Women Social Entrepreneur Circle. As a former Executive Council member of the Business Council for Peace (Bpeace) in NYC, she co-chaired the Bpeace Latin American Exploratory Team, leading the research effort to launch women entrepreneurial programs in El Salvador. She received an EXPLORER VERA (Volunteer Excellence Recognition Award) for this project.

She was awarded a fellowship from The Center for Whole Communities as a Next Generation Leader; and an Environmental Cultural Heritage Fellowship from the QLF/Atlantic Center for the Environment, visiting UNESCO and other key sites in Hungary, Slovakia, Poland and the Czech Republic. She has an MBA from Simmons College School of Management, a Bachelor of Journalism from the University of Texas at Austin, and currently lives in Groton, MA with her partner, Ray Capes.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Elbert Tompkins -- Nov 2011

Senior Staff

Name Title Experience/Biography
Julie Pampinella PR Director

PR Director Julie Pampinella loves nothing more than bringing attention to the people and organizations who inspire us through the arts. Her career in publicity and media relations began at Berklee College of Music, where she worked with local and international print, electronic and broadcast media to bring faculty and student stories to life, garner notice for Berklee at on and off-campus programs and events, like Berklee in Nashville and the Heineken Jazz Festival in San Juan, Puerto Rico, and promote the Film Scoring, Songwriting and Music Therapy departments and Women in Music programming. She went indie in 1998, co-founding StratosphereCommunications, a small boutique firm whose clients included The Boston Music Awards and NEMO Music Showcase and Conference, The Boston Rock Opera, and Boston-based independent filmmakers, singer-songwriters, rock and pop bands. In 2002, her path led to Celtic music and musicians, working with Irish Tenor John McDermott, and introducing the award-winning Cape Breton band The Cottars to US audiences. Since moving to the area several years ago, Julie has worked locally in the natural healthcare field, handling marketing and pr for Community Chiropractic in Groton, and freelance writing. She's also been hard at work raising a budding artist/musician with her husband, Paul, a member of the a cappella rock band, Five O'Clock Shadow, Assistant Professor of Voice at Berklee College of Music and vocal instructor at Indian Hill Music Center in Littleton. They live in a very musical household in North Shirley, MA.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Americans for the Arts 2013
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

3Rivers Arts is collaborating with the following businesses and organizations:
New Habitat Partners (West Acton): hosts our Art+Music Project (AMP!). Working on shaping a stronger relationship for us to have a performing arts space in one of their new facilities.
Great Northeast Productions (Townsend): producing our summer music+arts+discovery festival The Nines in Devens, MA.
FireSeed Arts (Wayland/Framingham): Curating the Arts Village for our summer music+arts+discovery festival The Nines in Devens, MA.
MASSCreative (statewide): member to support the organization's mission to empower creative organizations and the public with a powerful voice to advocate for the resources and attention necessary to build vibrant, connected, and creative communities.
 

CEO/Executive Director/Board Comments

In addition to the three part-time staff, we have 23 seasonal staff during the summer for our Artworks camp, and three seasonal staff in the spring and fall for our youth theatre. 
 
Our Executive Director is paid for a part-time position, but puts in full-time hours.
 
We had 50+ volunteers in 2012, which stemmed from two programs:  Youth Theatre and our Masquerade Ball. Parents of Youth Theatre members are required to volunteer on one theatre committee, and we had 15 volunteers for our annual fundraiser. 
 
In 2012, we secured the law firm Bingham McCutchen to do pro bono work to prepare our governance documents, such as our Employee Handbook which will include many of the documents requested in this section that I have marked "under development". 
 
While the organization in its former shell was established in 1974, the new Executive Director and board of directors have worked tirelessly in the last year to build a stable foundation for continued growth byadopting new governance practices. In many ways, the new iteration as 3Rivers Arts is a start-up. We are gradually implementing new policies each month as they are created and approved by the board. 
 

Foundation Comments

--

Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 8
Number of Volunteers 55
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Rick Gilles
Board Chair Company Affiliation BarnRaisers, Inc.
Board Chair Term Feb 2012 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Heidi Alexander LAWYERS CONCERNED FOR LAWYERS Voting
Mr. John Amaral Omni Properties, LLC Voting
Ms. Jenny Clark American Camp Association Voting
Mr. Rick Gilles Barnraisers, Inc. Voting
Mr. Mauricio Puente Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Edie Tompkins Retired NonVoting
Elbert Tompkins Retired NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 2
Male: 3
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 84%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 80%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $225,000.00
Projected Expense $225,000.00
Form 990s

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2011 2010 2009
Total Revenue $135,057 $116,465 $136,134
Total Expenses $131,896 $123,529 $135,165

Prior Three Years Revenue Sources

Fiscal Year 2011 2010 2009
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $263 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $263 --
Individual Contributions $483 -- $18
Indirect Public Support -- -- --
Earned Revenue $134,531 $116,100 $135,749
Investment Income, Net of Losses $43 $102 $367
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2011 2010 2009
Program Expense $120,601 $110,315 $126,908
Administration Expense $11,295 $13,214 $8,257
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 0.94 1.01
Program Expense/Total Expenses 91% 89% 94%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2011 2010 2009
Total Assets $31,425 $28,264 $35,329
Current Assets $31,425 $28,264 $35,329
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $31,425 $28,264 $35,329

Prior Three Years Top Three Funding Sources

Fiscal Year 2011 2010 2009
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2011 2010 2009
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2011 2010 2009
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

In the last 20 years, the Groton Center for Arts (GCA) was primarily managed by volunteers and struggled financially despite two successful youth programs. With our new mission in 2012, 3RA had experienced new success in increasing revenue. However, even with this additional, income is not enough to cover all of our operating and administrative expenses. Prior to 2012, GCA did not have an active individual or institutional fundraising program. Nor, did the volunteers have the nonprofit financial knowledge or resources to request that the CPA conduct financial audits. We've hired a new CPA with nonprofit experience who will provide us with a financial review. Additionally, the uploaded 990's (2010, 2009)  were gathered from the Attorney General's Non-Profits & Charities Documents Listing page. 2011 is the version sent to us by our CPA.

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.
 
The financial documents posted above list the organization's prior name, Groton Center for the Arts, Inc. The organization changed its name to Three Rivers Center for the Arts, Inc. in Jan. of 2012, as confirmed by the organization.

Documents


Other Documents

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Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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