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Center For Arts At The Armory

 191 Highland Avenue, Suite 1-C
 Somerville, MA 02143
[P] (617) 718-2191
[F] --
www.artsatthearmory.org
[email protected]
Lea Ruscio
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INCORPORATED: 2008
 Printable Profile (Summary / Full)
EIN 34-2056194

LAST UPDATED: 11/09/2016
Organization DBA Arts at the Armory
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Organizational Purpose
The Center for Arts at the Armory, located in an historic landmark armory built in 1903, is a non-profit organization formed to promote and celebrate arts and culture and foster community-building in the city of Somerville.
Vision
Given that artistic expression elevates a civil society and bridges cultural, class and generational divides, the Center for Arts at the Armory seeks to galvanize the creative spirit by providing a space where working artists and the community can come together. By executing its vision, the Center for Arts at the Armory is creating life-long opportunities for children, youth and adults to learn and celebrate the meaning of art in their lives.
Mission
The Center for Arts at the Armory's mission is to create an environment where the artists and the community can come together to better understand themselves and the world they live in through creative expression and engagement.
 
Core Operating Values
The Center for Arts at the Armory values creativity, diversity, accessibility, inclusivity and artistic vision.
 

Mission Statement

Organizational Purpose
The Center for Arts at the Armory, located in an historic landmark armory built in 1903, is a non-profit organization formed to promote and celebrate arts and culture and foster community-building in the city of Somerville.
Vision
Given that artistic expression elevates a civil society and bridges cultural, class and generational divides, the Center for Arts at the Armory seeks to galvanize the creative spirit by providing a space where working artists and the community can come together. By executing its vision, the Center for Arts at the Armory is creating life-long opportunities for children, youth and adults to learn and celebrate the meaning of art in their lives.
Mission
The Center for Arts at the Armory's mission is to create an environment where the artists and the community can come together to better understand themselves and the world they live in through creative expression and engagement.
 
Core Operating Values
The Center for Arts at the Armory values creativity, diversity, accessibility, inclusivity and artistic vision.
 

FinancialsMORE »

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $250,000.00
Projected Expense $250,000.00

ProgramsMORE »

  • Be SmART - The Summer Art Institute for Teens
  • pARTicipate! Arts and Cultural Education Programs

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

Organizational Purpose
The Center for Arts at the Armory, located in an historic landmark armory built in 1903, is a non-profit organization formed to promote and celebrate arts and culture and foster community-building in the city of Somerville.
Vision
Given that artistic expression elevates a civil society and bridges cultural, class and generational divides, the Center for Arts at the Armory seeks to galvanize the creative spirit by providing a space where working artists and the community can come together. By executing its vision, the Center for Arts at the Armory is creating life-long opportunities for children, youth and adults to learn and celebrate the meaning of art in their lives.
Mission
The Center for Arts at the Armory's mission is to create an environment where the artists and the community can come together to better understand themselves and the world they live in through creative expression and engagement.
 
Core Operating Values
The Center for Arts at the Armory values creativity, diversity, accessibility, inclusivity and artistic vision.
 

Background Statement

Background and History
The Armory was built in 1903 by George A. Moore to house the Somerville Light Infantry of the Massachusetts Volunteer Militia. For nearly seventy years, it also housed the Massachusetts National Guard. For the next thirty years, the building largely sat vacant until 2004.
The historic armory was then purchased by Joseph and Nabil Sater, doing business as Highland Armory Realty Trust, in April 2004 from the Commonwealth of Massachusetts for $2.6 million. Owners of the successful Middle East music club in Central Square and patrons of the arts, the Sater brothers successfully embarked upon a vision to develop the space for a community arts center for the City of Somerville. They were later joined by Alan Carrier as a partner in this effort. They contracted with Single Speed Design who served as award winning architects for the project.
Since 2004, the Armory has been completely restored and brought up to code. Many of the Armory's historic elements have been preserved such as the Armory's drill hall, stairwells, turrets, and other important architectural elements.
Arts at the Armory filed papers to incorporate as a non-profit organization in November 2005 - during the nearly five-year renovation period. Between the fall of 2005 and April 2008, it created an Advisory Board, a Board of Directors, developed by-laws and other operating guidelines, a website and a logo. It also began to identify funding sources that would support its work once the building was open. Arts at the Armory also navigated the complex city process to ensure its successful operations, including participating in community meetings and public hearings that resulted in obtaining its entertainment license, a common victular's, a food license, and zoning changes to make it more competitive to operate as a non-profit entity.

Impact Statement

Arts at the Armory's Primary Activities
 
1. Organizational Development of the Arts
Strategic Direction
Create ongoing partnerships with other cultural and performing arts venues and public events along the Highland Avenue corridor that connects the vibrant arts centers of Union and Davis Squares in Somerville, and provide advisory organizational development on matters pertinent to expansion of the arts, while examining trends, identifying model programming and making recommendations on city policies and programs.
 
2. Community Engagement Series -- Youth and Families
Strategic Direction
Develop a privately/publicly funded Community Engagement Series for children and families that includes diverse family-oriented and school classroom programs to enhance youth enjoyment, develop creative expression and embrace the arts as an integral part of family and community development.
 
3. Facilities Planning and Physical Enhancements
Strategic Direction
Enhance the current physical space devoted to The Center for Arts at the Armory by making notable space and facility improvements in the performance hall and the café, as based upon an architect's design and configuration and to monitor on-going physical needs of the facility in concert with Highland Armory Realty Trust.
 
4. Community Engagement Series -- Signature Arts and Cultural Series
Strategic Direction
Develop a privately/publicly funded and specialized Community Engagement Series for Signature Arts and Culture directed at showcasing local and regional talent in classical, theatre, jazz, folk, community festivals, protégé recitals and various county/regional musical competitions.
 
5. Resource Development/Fund Alternatives
Strategic Direction
Increase funding and available financial resources through greater corporate and private sponsorship and entrepreneurial initiatives and as well as significant gift support through grants, fees, community/charitable foundations, direct solicitations/appeals and formal marketing strategies.

Needs Statement

Arts at the Armory's most pressing needs are:
 
1)  $250,000 - Private Revenue Generation Strategies - Arts at the Armory would like to identify more successful models to generate a minimum of $250,000 annually in revenue using its awarding-winning hall and cafe for arts, cultural and community events.
 
2)  $75,000 - Arts, Cultural and Community Programming - Arts at the Armory would like to develop a more consistent and robust roster of arts, cultural and community programming for its patrons.
 
3)  $25,000 - Management and Organizational Structure - Arts at the Armory would like to research and analyze the most effective structure to execute its mission.
 
4)  $15,000 - Volunteers - Arts at the Armory would like to create a more expansive and targeted list of volunteers to assist it with its daily arts, cultural and community activities.
 
5)  $25,000 - Marketing, PR and Social Media - Arts at the Armory would like to retain the use of a marketing, PR and social media consultant that could help us refine our brand and image in the greater Boston arts and cultural community. 
 
 

CEO Statement

The Center for Arts at the Armory, located in a historic armory built in 1903, has been a labor of love for many people.  For the past eight years, the owners, city officials, community leaders, artists, craftspeople and the community at large, have marveled at the transformation of this largely neglected building that once housed the Somerville Volunteer Militia. 
 
Once used for bingo games, the National Guard and the DMV, now folks come in and marvel at the space where they once took their driver's or motorcycle test or executed their military maneuvers.  This is has truly been a "swords into ploughshares" project.
 
Now Arts at the Armory is a beehive of arts, cultural and community activity. Home to the famous Somerville Winter Farmer's Market and the site of many other successful events like Nicole Pierce's EgoArt: Requiem, the Alloy Orchestra, Robin Bowman, Split/Signal: Silent Film Scored Live, Roger Miller Presents Early Cartoons with Prepared Piano and Surrealist Games, and the forthcoming the iBall: Keeping it Surreal, Arts at the Armory has developed an award-winning reputation for creating and promoting events that build community and allow people to better understand themselves and the world they live in through art.
 
Arts at the Armory also recently opened its award winning cafe.  This intimate space allows more mature and fledgling artists the opportunity to present early works to a welcoming audience.  Youth open mics also happen to allow young people the opportunity for creative self-expression.
 
Arts at the Armory would like to build upon its young but excellent reputation to offer more services to artists who live in Somerville.  Second only to Manhattan, the city is home to many artists and craftspeople who significantly contribute to the creative economy here.  Arts at the Armory would like to provide more education and networking opportunities for artists to build their business while providing them a laboratory to discover new ideas.
 
Finally, Arts at the Armory believes in the power of building community through arts, cultural and community events.  It wants to expand this marketplace where ideas can be exchanged, the community can be strengthened and been seen as a stronghold for innovation and creativity.

Board Chair Statement

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Geographic Area Served

METROWEST REGION, MA

Arts at the Armory primarily serves Somerville, MA 02143, 02144, 02145 and secondarily serves the surrounding communities of:
  
Arlington, MA
Boston, MA 
Cambridge, MA 
Chelsea, MA 
Everett, MA 
Medford, MA 
Watertown, MA 
  

Organization Categories

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

Be SmART - The Summer Art Institute for Teens

Be SmART - The Summer Art Institute for Teens is a multi-disciplinary program where a group of teens work together to mount a documentary film festival by working in four different tracks.  The four tracks are: filmmaking, music, photography and arts entrepreneur.  For example, there will be students who will be working with high quality faculty to make document films and another group of students will be scoring music to those films.  A third group of students will be documenting the process through photography and a fourth group of students will be working to mount a film festival and exhibit that showcases this work at the end of the process.  This program is expected to be launched in 2012-2013.
Budget  $75,000.00
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served Adolescents Only (13-19 years)
Program Short-Term Success  50% of the teens involve decide to purse arts education after high school.
Program Long-Term Success  Be SmART will offer teens a project-based learning experience that should help them determine if they want to be a working artist or have a career in arts management and promotion.
Program Success Monitored By  Students in the program demonstrate mastery in their chosen subject.  They also demonstrate their ability to work well with adults and in teams to execute their assignments.  Faculty observations as well as pre and post surveys will be used.
Examples of Program Success  50% of teens in the program pursue additional arts education classes post secondary high school.

pARTicipate! Arts and Cultural Education Programs

pARTicipate! Arts and Cultural Education Programs - offers enriching arts and cultural education experiences to school-age children and youth ages 5 to 18 during school vacation weeks and during the summer months.  Past classes have include circus arts, cartooning, collage, Lego-building and more.
 
Budget  $25,000.00
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served Children Only (5 - 14 years) Adolescents Only (13-19 years)
Program Short-Term Success  By the end of the classes, children and youth will exhibit some skill and interest the arts or cultural activity.
Program Long-Term Success  Children and youth incorporate an art activity into their daily lives.
Program Success Monitored By 
Pre and post surveys of children and youth participating in the program and teacher observations.
 
Examples of Program Success  One of the young boys in the Lego building class, who was shy, was able to make new friends and work successfully in a team with other boys to build a Lego project.  His mother marveled at how comfortable he was in the class and how be bonded with the male teacher to express a side of himself that he did not previously do at home.

CEO/Executive Director/Board Comments

Arts at the Armory wants to deepen and expand their arts, cultural and community programming in this coming year now that all of the necessary licensing and permitting processes for the organization have been completed. These tasks, while critically important to the operation of a non-profit community arts center, has been time consuming and necessitated numerous community meetings and public hearings over the past two and a half years.  It is exciting for Arts at the Armory to now turn to developing the arts, cultural and community programming to respond to community needs and interests for Somerville residents.

Management


CEO/Executive Director Ms. Lea Ruscio
CEO Term Start Jan 2013
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
Tracey Stark June 2012 Jan 2013
Debra McLaughlin Dec 2008 June 2012

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
Best of Boston Award for Best Non-Gallery Art Space Boston Phoenix 2011
Best of Somerville's Local Coffee Shop Somerville News 2011
Best of Boston Award for Best Non-Gallery Art Space Boston Phoenix 2010
Best of Boston Award for Best Non-Traditional Music Venue Boston Phoenix 2010

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

The City of Somerville - the Somerville Winter Farmer's Market

CEO/Executive Director/Board Comments

The  Board of Directors is currently conducting an assessment of the organization's structure.  As a result, job descriptions are currently being reviewed.  Once that process is completed, a more formal evaluation process will be put in place for the Executive Director and other staff of the organization.  Other key documents are under development.  Quotes are being solicited currently for a D&O Insurance Policy.

Foundation Comments

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Staff Information

Number of Full Time Staff 6
Number of Part Time Staff 13
Number of Volunteers 6
Number of Contract Staff 1
Staff Retention Rate % 90%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No Annually
Senior Management Formal Evaluation and Frequency No Annually
Non Management Formal Evaluation and Frequency No Annually

Governance


Board Chair --
Board Chair Company Affiliation --
Board Chair Term -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
-- -- --

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: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
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 No

Standing Committees

  • Audit, Compliance and Controls
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Program / Program Planning

CEO/Executive Director/Board Comments

The organization currently (Aug 2014) has a small Board but is seeking to recruit additional Board members.  

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $250,000.00
Projected Expense $250,000.00
Form 990s

2015 Form 990

2014 Form 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 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 $109,500 $90,151 $78,057
Total Expenses $69,001 $75,926 $70,507

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 $12,772 $7,014 $1,233
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $4 $2 $17
Membership Dues -- -- --
Special Events $95,359 $82,209 $76,807
Revenue In-Kind $720 -- --
Other $645 $926 --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense -- -- --
Administration Expense $69,001 $75,926 $70,507
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.59 1.19 1.11
Program Expense/Total Expenses 0% 0% 0%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $47,374 $17,197 $12,152
Current Assets $45,020 $12,003 $2,979
Long-Term Liabilities $0 $0 $0
Current Liabilities $15,434 $33,134 $42,293
Total Net Assets $31,940 $-15,937 $-30,141

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 --
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 2.92 0.36 0.07

Long Term Solvency

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

CEO/Executive Director/Board Comments

Arts at the Armory is currently working with a pro-bono CPA identified through the Massachusetts Society of CPA's to review its financial systems and books in preparation for its first audit.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from Foundations & 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?

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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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