Mission:

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 URL not available
 |  PO BOX 756 Truro MA 02666-0756

Truro Center for the Arts at Castle Hill Inc. is headquartered in Truro, MA, and is a 501(c)(3) organization. EIN: 23-7187427.  Donations are tax-deductible. The IRS' NTEE classification is Arts Education within the Arts, Culture and Humanities category. The IRS ruling year for tax exemption was 1973.

(Source: IRS Business Master File and Form 990)


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Encompass Rating System by Charity Navigator


Charity Navigator’s Encompass Rating System evolves on a quarterly basis as we add new measures and indicators, which we call Beacons. Check back often to see how this organization’s score changes.

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Overall Score
BETA

Not Scored

Encompass Scores are calculated from one or more Beacon Scores. This organization is either not eligible for a Beacon (see below), or that Beacon is not yet available.

  • This organization is ineligible for a Finance & Accountability score. Find out why.

  • This organization is ineligible for a Impact & Results score. Find out why.


Looking for this charity in our old design?


This organization is potentially eligible for a Charity Navigator Star Rating. Vote Now to request to have our analyst team rate Truro Center for the Arts at Castle Hill Inc. for a Star Rating. The organization currently has 2 votes.

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...   Finance & Accountability


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.


No Score

We have not issued this nonprofit an Finance & Accountability score. This does not indicate a positive or negative assessment, only that we have not reached a conclusion for the following reason:

This organization cannot be evaluated by our Encompass Rating methodology because it does not e-file IRS Form 990


To ensure year-to-year consistency, the Encompass Rating System’s Finance & Accountability beacon analyzes the three-year average of some data provided through the IRS Form 990.
Charity Navigator does not currently have the data required from e-filed IRS Forms 990 for Truro Center for the Arts at Castle Hill Inc. under the EIN: 23-7187427. 
This indicates that Truro Center for the Arts at Castle Hill Inc. may still be filing paper Forms 990.

The lack of a rating for this reason simply means that the organization does not meet our rating criteria. It does not indicate a positive or negative assessment by Charity Navigator.

...   Impact & Results


Charity Navigator assesses how well a nonprofit delivers on its mission. To issue an Impact & Results score, we estimate the actual impact a nonprofit has on the lives of those it serves, and determine whether it is making good use of donor resources to achieve that impact.


No Score

We have not issued this nonprofit an Impact & Results score. This does not indicate a positive or negative assessment, only that we have not reached a conclusion for one of the following reasons:

  • The nonprofit is eligible for a score, but we have not yet gotten to scoring it.

  • The nonprofit is eligible for a score, but we have not yet developed the specific algorithms to estimate the impact of the type of service it delivers and so cannot issue a score yet.

  • The nonprofit does not primarily deliver services directly to beneficiaries or it is not reasonable to expect the nonprofit to measure impact for its primary activity. The impact analysis framework that we use is not well suited to these nonprofits.

  • The nonprofit is not heavily reliant on individual donors because beneficiaries fund a majority of its costs or it does not receive any private charitable contributions.

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Additional Information

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Largest Programs

Largest Programs


No program data is available for this organization.

GuideStar Seal of Transparency

Gold


GuideStar is Charity Navigator's trusted partner in sharing information on how this organization seeks impact. GuideStar has recognized this organization with a Gold Seal of Transparency for voluntarily and publicly describing their goals, strategies, and accomplishments. Click here for more information.

Note: GuideStar Seals do not effect the nonprofit’s Impact & Results Score.


What is your organization aiming to accomplish?

In 2015, Truro Center for the Arts undertook a major expansion by acquiring title to Edgewood Farm as a second campus and in so doing more than doubled its size and physical assets. Since that acquisition our focus has been, and continues to be, on integrating, growing into and maximizing the use of our now existing facilities. In furtherance of that goal, over the past 3 years we have accomplished the following at Edgewood Farm: total rehabilitation of the three Historic Buildings for use as residence and studio spaces; site improvements to enhance safety and to maximize the potential use of Lot 1 (including site lighting and expanded parking to accommodate 5 simultaneous workshops and full residency on Lot 1), and the completion of a Master Plan. The logical next steps at Edgewood Farm over the next 3 years will be to focus on the uses and potential enhancements to the Woodshop and Studio buildings in order to best integrate those structures into our program, and to address how the existing structures on Lot 2 might begin to be utilized. In furtherance of our planning goals at the Meetinghouse Road Campus, we have accomplished the following in the past year: upgrades to the physical appearance of the existing structures and site, upgrades to building systems, site improvements to maximize the parking to accommodate 4 workshops running simultaneously, and the acquisition of new furniture and equipment, all to improve the student experience at the existing Meetinghouse Road Campus. The logical next steps in terms of physical facilities at the Main Campus over the next three years are to continue to upgrade the existing facilities and to explore the best utilization of the second floor of the Barn (which is currently underutilized) and to analyze the potential of creating a central welcome area at the campus. Another major area of planning over the next three years will be to how to achieve full enrollment so as to fully occupy our studios and residences. • Upgrading facilities on both campuses to improve the student experience through enhanced equipment, comfort, safety, utilization of available space, and access. • Improving future program offerings by better identifying student needs, economically assessing options and applying results to future planning. This will include defining metrics for measuring the performance of workshops. • Increasing local perception of and engagement with the Center as an inclusive community that consistently enriches the experience of all, from near or far, who take part in our workshops and events. • Expanding our donor base to support all of these initiatives and opportunities, including operations, staffing, and infrastructure. Particularly urgent given the projected decline in capital project grants funding within this time period. • Strengthening our marketing plan to expand our name and quality recognition. This effort will rest on having first clearly identified and developing our name and logo.


What are your strategies for making this happen?

1. UPGRADE FACILITIES ON BOTH CAMPUSES TO IMPROVE, COMFORT, ACCESS, EQUIPMENT, LIGHTING, SAFETY, AND UTILIZATION OF AVAILABLE SPACE. • Optimize existing studio spaces: o Rather than replace the roof and repair existing structure, replace existing EF former wood shop with a new 2-story structure that would create two new studios in place of the current one. • Perhaps build a storage shed in proximity to the new EF 2-story structure • Perhaps create an open studio space (a cement slab and a shed roof) near the EF Studio building’s eastern façade for welding / 3-D sculptural work. o Develop a multi-function Welcome Center in the front of #12 building at Castle Hill to include a small works gallery featuring CH faculty, staff, members and CH swag items but also be available for meetings and studio space as needed. o Reconfigure Castle Hill Barn floor 2 to open a new studio that can be used for general studio use. • Explore a chair lift to provide access to floor 2. 2. IMPROVE PROGRAM OFFERINGS BY BETTER IDENTIFYING PARTICIPANT NEEDS AND APPLYING FINDINGS TO FUTURE PLANNING. • Mount a process to better assess potential student needs in content, location, timing, and program features. • Review current workshop evaluation forms to improve return rates (update if needed) and refine the process submission, evaluation and sharing information • Identify workshop levels i.e. beginning, intermediate, advanced in publications. • Consider ways to lower number of cancellations for workshops and events • Improve overall mean (average number) of all workshop enrollments 3. INCREASE LOCAL PERCEPTION OF AND ENGAGEMENT WITH THE CENTER AS AN INCLUSIVE COMMUNITY THAT CONSISTENTLY ENRICHES THE EXPERIENCE OF THE PARTICIPANT. • Improve visibility and promotion of events, both paid and free, in the local area • Conduct regularly scheduled open houses to build comfort with our facilities/programs • Consider offering short, free or inexpensive workshops or talks with local artists and writers during both high and off seasons • Create off-season arts exploration groups for gathering local residents in the arts, writing, and art history 4. CREATE A COMPREHENSIVE DEVELOPMENT PLAN THAT DIVERSIFIES THE SOURCES OF CONTRIBUTED REVENUE SUFFICIENT TO SUPPORT ALL INITIATIVES/OPPORTUNITIES, INCLUDING OPERATIONS, STAFFING, AND INFRASTRUCTURE. • Develop donor plan: Expand our donor database for outreach; improve relationship management, evaluate effectiveness of our software to achieve this goal • Expand Fundraising Committee to better support needs • Explore opportunities for affiliations and sponsorships • Enhance grant-writing activities, especially for non-capital projects. • Cultivate larger donor programs that include legacy giving and multi-year commitments with a designated named affiliation group and activities to nurture committed long-range givers.


What are your organization's capabilities for doing this?

A strategic plan is being developed in Summer, 2019 to address our goals. Each goal is being assigned to an existing Committee for thought, research and suggestions. A Feasibility Study will be completed for all Committee Suggestions. Once agreed upon, the Committees will make presentations to the full Board. Upon affirmative vote, each item will be assigned a responsible party, a timeline and a budget.


How will your organization know if you are making progress?

As goals approved, milestones will be agreed upon with an accompanying timeline. The Board will regularly review the progress being made on each goal. Some of the milestones currently under discussion include higher enrollment, higher customer satisfaction, higher faculty satisfaction, and greater acceptance in the community.


What have and haven't you accomplished so far?

Over the past three years we have accomplished the following at Edgewood Farm: total rehabilitation of the three Historic Buildings for use as residence and studio spaces; site improvements to enhance safety and to maximize the potential use of Lot 1 (including site lighting and expanded parking to accommodate 5 simultaneous workshops and full residency on Lot 1), and the completion of a Master Plan. In terms of physical facilities, the logical next steps at Edgewood Farm over the next three years will be to focus on the uses and potential enhancements to the Woodshop and Studio buildings in order to best integrate those structures into our program, and to address how the existing structures on Lot 2 might begin to be utilized. In furtherance of our planning goals at the Meetinghouse Road Campus, we have accomplished the following in the past year: upgrades to the physical appearance of the existing structures and site, upgrades to building systems, site improvements to maximize the parking to accommodate 4 workshops running simultaneously, and the acquisition of new furniture and equipment, all to improve the student experience at the existing Meetinghouse Road Campus. A draft of the next steps is being input into our next Strategic Plan which is being finalized and presented within the Board for discussion during Summer 2019. An affirmative vote is expected by the end of 2019.



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...   Culture & Community


Charity Navigator will provide an assessment of the organization’s people operations, connectedness and engagement with the constituents and communities served, and Diversity, Equity and Inclusion measures.


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