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Cape Ann Art Haven

 180 B Main Street
 Gloucester, MA 01930
[P] (978) 766-1156
[F] --
www.arthaven.org
[email protected]
Traci Thayne Corbett
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INCORPORATED: 2008
 Printable Profile (Summary / Full)
EIN 33-1205255

LAST UPDATED: 02/08/2018
Organization DBA Cape Ann Art Haven
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Cape Ann Art Haven is a community space where artists of all ages, abilities and income level develop fine art skills creativity and confidence through hands-on learning and collaboration.  We further enhance our impact by hosting events throughout the year that bring the community together to celebrate & participate in the making of art.  


Mission Statement

Cape Ann Art Haven is a community space where artists of all ages, abilities and income level develop fine art skills creativity and confidence through hands-on learning and collaboration.  We further enhance our impact by hosting events throughout the year that bring the community together to celebrate & participate in the making of art.  



FinancialsMORE »

Fiscal Year Feb 01, 2013 to Jan 31, 2014
Projected Income $190,000.00
Projected Expense $197,000.00

ProgramsMORE »

  • Adult Classes
  • Youth Classes

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Cape Ann Art Haven is a community space where artists of all ages, abilities and income level develop fine art skills creativity and confidence through hands-on learning and collaboration.  We further enhance our impact by hosting events throughout the year that bring the community together to celebrate & participate in the making of art.  



Background Statement

Cape Ann Art Haven (CAAH) was founded in 2008 and occupies a 2,000 sq. ft. space in downtown Gloucester. Since then it has been dedicated to providing art classes to school age children regardless of their ability to pay. CAAH has also developed several signature community events including the annual Lobster Trap Tree, the Buoy Auction and family Pumpkin Carving party to bring people together to create art. Approximately 1,000 students participate in CAAH throughout each year. CAAH expanded to a second location in 2013 to include programs for teenagers and adults. In 2017, we hired our first full time Executive Director and a part time Program Manager. After serious consideration in the summer, we consolidated all programs into our original facility and reduced our facility expenses to improve our ability to invest more of our revenue into people and programs. Our leadership team is complemented by an experienced and committed Board of Directors.  Cape Ann Art Haven is uniquely ready to build upon the successful programming we’ve been growing for the last 10 years. 



Impact Statement

Cape Ann Art Haven serves elementary and middle school students at our Art Haven space on Main Street in downtown Gloucester.  Approximately 33% of the students we serve are from families of low or very low income levels. Through our classes, summer programs and community events we have impacted over 1,000 youth & children in 2017



Needs Statement

General Operating Funds

Specialty Equipment
 
Teacher Salaries
 
Board member and Volunteer Recruitment 
 

CEO Statement

Cape Ann Art Haven picks up where the public schools leave off.  Our goal is to provide artistic inspiration, support and instruction to all who seek it, regardless of income.  As we do this, we also create opportunities for the community to come together and celebrate art and creativity.  Art has been planned out of our schools, and out of people's lives.  there is a great quote from edutopia that sums up our purpose; 

 

“A 2005 report by the Rand Corporation about the visual arts argues that the intrinsic pleasures and stimulation of the art experience do more than sweeten an individual's life -- according to the report, they "can connect people more deeply to the world and open them to new ways of seeing," creating the foundation to forge social bonds and community cohesion. From Mozart for babies to tutus for toddlers to family trips to the museum, the children of affluent, aspiring parents generally get exposed to the arts whether or not public schools provide them. Low-income children, often, do not. 

 


"Arts education enables those children from a financially challenged background to have a more level playing field with children who have had those enrichment experiences,'' says Eric Cooper, president and founder of the National Urban Alliance for Effective Education - edutopia

Everyone should have access to art, to their own creativity, and the journey that may take them on.  We will all be better for it.


Board Chair Statement



Geographic Area Served

NORTHEAST REGION, MA
NORTHEAST REGION, MA
Cape Ann Art Haven primarily serves Gloucester, Rockport, Essex and Manchester but we also attract children and families across the North Shore.

Organization Categories

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

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

No

Programs

Adult Classes

We offer year round classes for ages 16 and up in Painting,Drawing, Pottery, Adobe Illustrator and Adobe Photoshop. We also have open studio time for adults to come in on their own and develop their artistic skills. Classes are offered at a fairly basic level and an affordable rate so that those who are not as experienced artists can be involved in the rich arts heritage of Cape Ann.
Budget  30,000.00
Category  Arts, Culture & Humanities, General/Other General Arts Education
Population Served Adults Adolescents Only (13-19 years)
Program Short-Term Success  attendance
Program Long-Term Success 

 

Long term success could be tracked several ways. The obvious first choice would

be an increase in our class enrollment.

     Our long term success would mean our enrollment stays consistently high.

There will always be fluctuations for a variety of reasons like seasonal population

changes, but over all our classes and workshops would be at a point that would pay

for the teacher’s salaries and generate additional revenue. Also we should start to see individuals who came for one particular class or discipline start to enroll for additional classes and workshops. Young adults attending our classes would go on to pursue a higher education in the arts or a career centered on the arts.

Program Success Monitored By  enrollment
Examples of Program Success 

We have been very fortunate here at Art Haven to have seen individuals who have

been impacted by our programs. One young man who was attending an at risk , alternative high school program was encouraged to participate in our programs.

He had a desire and natural ability for the arts but did not have any training or outlet for this. He joined the entrepreneurship venture at the Farmer’s Market and took a leadership role in this. He also developed his own art and was mentored by

several adult artists at the facility. His work has sold here in the community and he recently applied and was accepted at Montserrat, a local art college. He will start attending in January 2013. Without his collaboration here at Art Haven he would not have taken these steps towards his future.

 


Youth Classes

We offer a variety of art classes year round for children in grades 1-8 throughout the week including pottery, clay building, painting and drawing, art history, darkroom photography and a more self-directed open studio time. These classes are offered at an affordable rate with scholarships available to low-mod income families.
Budget  30,000.00
Category  Arts, Culture & Humanities, General/Other General Arts Education
Population Served Children Only (5 - 14 years) Children Only (5 - 14 years)
Program Short-Term Success  attendance
Program Long-Term Success 

 

Long term success could be tracked several ways. The obvious first choice would

be an increase in our class enrollment.

     Our long term success would mean our enrollment stays consistently high.

There will always be fluctuations for a variety of reasons like seasonal population

changes, but over all our classes and workshops would be at a point that would pay

for the teacher’s salaries and generate additional revenue. Also we should start to see individuals who came for one particular class or discipline start to enroll for additional classes and workshops. Young adults attending our classes would go on to pursue a higher education in the arts or a career centered on the arts.

Program Success Monitored By 

 

We have been very fortunate here at Art Haven to have seen individuals who have

been impacted by our programs. One young man who was attending an at risk , alternative high school program was encouraged to participate in our programs.

He had a desire and natural ability for the arts but did not have any training or outlet for this. He joined the entrepreneurship venture at the Farmer’s Market and took a leadership role in this. He also developed his own art and was mentored by

several adult artists at the facility. His work has sold here in the community and he recently applied and was accepted at Montserrat, a local art college. He will start attending in January 2013. Without his collaboration here at Art Haven he would not have taken these steps towards his future.

Examples of Program Success  child

CEO/Executive Director/Board Comments


Management


CEO/Executive Director Mr David Joshua Brooks
CEO Term Start Feb 2014
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Cape Ann Art Haven has quite a few healthy collaborative partners. Cape Ann Historical Museum, Cape Ann Farmer’s Market and Maritime Gloucester collaborate on our children’s programs in the summer.

We work with Compass an alternative education program to help teens reach their educational goals.
 
The Cape Ann Improv troupe and Eastern Point Lithouse & Press call The Hive their home.
 
The Healthy Gloucester Collaborative promotes a healthy community committed to the well being of youth, families and all residents in Gloucester through efforts to prevent and reduce alcohol, other drug use and the related causes and consequences.
 
Mentors from Children Families & Friends and Lahey Behavioral Clinic regularly bring their mentees to Art Haven. 

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 10
Number of Volunteers 30
Number of Contract Staff 0
Staff Retention Rate % 0%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? No
CEO Formal Evaluation and Frequency No N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Mr. David Joshua Brooks
Board Chair Company Affiliation No Affiliation
Board Chair Term Mar 2014 - Mar 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
David Brooks Community volunteer Voting
Caleb Friday Community Volunteer Voting
David Pratt Community Volunteer Voting
Catherine Schlichte Schlichte and Johnston Voting
Erin Anastasia-Murphy Watson Pact International Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 3
Not Specified 0

Board Information

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

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Program / Program Planning

CEO/Executive Director/Board Comments


Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Feb 01, 2013 to Jan 31, 2014
Projected Income $190,000.00
Projected Expense $197,000.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $207,176 $183,081 $169,771
Total Expenses $168,420 $193,760 $137,194

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $130,608 $96,912 $139,260
Indirect Public Support -- -- --
Earned Revenue $68,899 $61,213 $30,456
Investment Income, Net of Losses $109 $42 $55
Membership Dues -- -- --
Special Events -- $14,492 --
Revenue In-Kind -- -- --
Other $7,560 $10,422 --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $148,749 $178,404 $137,194
Administration Expense $19,671 $15,356 --
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.23 0.94 1.24
Program Expense/Total Expenses 88% 92% 100%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $84,077 $45,321 $56,000
Current Assets $84,077 $45,321 $56,000
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $84,077 $45,321 $56,000

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
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 No
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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

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?

GOAL 1: Ensure that all children across Cape Ann have access to the arts in order to develop their confidence and creativity as artists and individuals.

GOAL 2: Develop the next generation of artists who can perpetuate and expand Cape Ann’s rich cultural identity and heritage.


GOAL 3: Foster community development in downtown Gloucester and enable creative industries across Cape Ann.
 

2. What are your strategies for making this happen?

 

Goal 1: Ensure all have access to the Arts

· Provide consistent, supervised and reliable afterschool art classes to children.

· Allow children from low or very low income level to attend free of cost.

· Deepen and strengthen our volunteer base and community partnerships to help us reach children and families that we may not be serving or who may not know of our programs.

Goal 2: Develop the next generation of artists

· Focus on teens and cultivate emerging artists working emerging forms of creative expression

· Provide a dynamic and supervised space for these artists to explore, express and experiment with their creativity and artistic identity.

· Engage professional mentors to steward the creative development of young people.

· Promote the work of these emerging artists through exhibitions, partnerships and sponsorships.

Goal 3: Foster community development

· Continue to offer family-focused community engagement events free of charge.

· Work on increasing the visibility of The Hive as a community space.

· Rent space at The Hive to organizations and agencies that support youth and/or support arts and culture.


 

 
 

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

Goal 1: Ensure all have access to the Arts

· We have a 5-year proven track record of working toward this goal.

· We have the facilities, supplies and reputation necessary to make great progress to achieving this lofty goal.

· We need to expand our cadre of instructors

· We need to be better at mapping our arts activities to the MCAS standards so we can better communicate and document the educational value of our programming.

Goal 2: Develop the next generation of artists

· We specifically created the TAG program three years ago as a model to fund and support this goal.

· We have set aside three studio spaces for TAG and they have now become “maker spaces” where the teens can create their own work and/or products through shared equipment and supplies.

· We have a solid network of professional peers who are committed to mentoring teens.

Goal 3: Foster community development

· We have taken over two blighted store fronts in downtown Gloucester and transformed them into dynamic spaces.

· We have held our community engagement events ever since we opened and we have a track record of running them successfully.

· We have a loyal following of volunteers, community partners, promoters and supporters, especially around the Lobster Trap Tree and Buoy Painting Week.


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

Goal 1: Ensure all have access to the Arts



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

--