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| 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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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.
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.
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.
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.
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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