New Art Center in Newton, Inc.

aka New Art Center   |   Newtonville, MA   |  http://www.newartcenter.org

Mission

The New Art Center is a community art education space which offers everyone, at all levels of ability, exceptional opportunities to make, exhibit, view, think about and talk about art.

Ruling year info

1983

Principal Officer

Emily O'Neil

Main address

61 Washington Park

Newtonville, MA 02460 USA

Show more contact info

EIN

04-2800804

NTEE code info

Arts Education/Schools (A25)

Arts, Cultural Organizations - Multipurpose (A20)

Children's Museums (A52)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

New Art Center is finishing its last strategic plan and aims to articulate a new plan that will encompass several key decisions, regarding facilities, program expansion, and business model diversification.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Arts Education Program

The New Art Center offers a supportive culture that takes art and artists seriously. We serve over 2,500 students annually in hundreds of classes and workshops. Our faculty includes some of the region’s most esteemed art educators. In a setting that is welcoming and conveniently located, we offer an inclusive, multi-generational approach to art education that has served children, teens and adults at all skill levels since 1977.

Population(s) Served
Adults
Children and youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of classes offered

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Arts Education Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Facilities: The building layout is not ideal for the New Art Center's operations. The capital investment required to complete repairs and renovations is close to $10M. The feasibility of New Art's completing a capital campaign of that size is questionable, and NAC leadership is seeking options, which could include a partnership with a developer. The investigation of facilities options will happen on a parallel track with strategic planning. In addition to the larger question of NAC’s main space, the strategic plan should take into account the introduction of a new community space NAC has been chosen to operate.

Program expansion. NAC has a hypothesis that it can increase revenues by introducing more extensive programming. The strategic planning research process will offer the opportunity to scan peer organizations for new program ideas, and model how they might impact NAC’s business model.

Business model diversification. Like many art centers, NAC is highly dependent on tuition. Contributed revenue is a smaller part of the picture. Both of the previous issues have implications for NAC’s fundraising abilities. The facilities issue requires expanded fundraising, and the program expansion may help NAC engage with new potential donors. The strategic planning process should investigate the degree to which NAC can expect to build up its fundraising revenues and re-balance its business model.

New Art Center received a technical feasibility study grant from the Mass Cultural Council which is funding our contract with TDC, strategic consultants and Hudson Ferris, fundraising consultants.

The New Art Center’s strategic planning process is in the research phase. Between December 2019 and January 2020, TDC worked with New Art Center staff to gather data and conduct interviews to understand the organization’s current operations. The goal of this exercise is to create a shared understanding of the current state of the New Art Center’s operations so that forward-looking planning conversations are grounded in today’s reality.

Facilities: We are in the process of determining the state of our dead in order to know if we can go on the open market, sell the building, or if we need to start a capital campaign. The New Art Center has applied to the MCC Facilities Fund grant for HVAC and a new roof. New Art has also teamed up with Mark Development and we will be gaining an additional Satellite Space which will add additional programming for the New Art Center.

Program Expansion: Our programs are continuing to grow beyond what our building can withstand. The development of our facilities plan will determine the amount by which we can expand our programs.

With new executive leadership led by Emily O’Neil, a longtime Newton resident with deep local connections and a track record of success as a nonprofit executive, as well as a strong Board of Governors, New Art will continue to refine the budget, and begin to reinvest FY20 profit to build up future operating reserves. These reserves combined with the $125k line of credit will give New Art a firm foundation as we build towards the future.

The New Art Center offers a supportive culture that takes art and artists seriously. We offer opportunities for all ages to learn, discover and create art. The need for our services is shown by our often-fully- enrolled classes, the wait-lists for classes and
weekly-themed vacation and summer art programs, the thousands of people who attend our exhibitions and other programs and the letters of support attached to this application. Since 2014, revenue from educational classes has increased by 10%. Since 2001, we have processed more than 50,000 enrollments in classes, workshops and vacation programs. We house one of the few mid-sized independent exhibition spaces in New England, and when fully programmed, we are visited by more than 5,000 art patrons annually. We serve 650 people through our outreach program, the goal of which is to increase access to cultural programming and visual literacy for the greater
community. New Art also hosts 21 local artists during Newton Open Studios each year and 900 people visit us that weekend alone. We host many one-off programs where community members can learn about and make art as they get to know their neighbors,
including four annual Free-Family Drop-In days which attract more than 200 participants each time. We are a gathering spot for our greater community, offering the use of our space at no charge to community organizations such as The Second Step, local group
homes, Newton Public School groups, the City of Newton, Washington Park neighborhood association and the Newton Art Association. The New Art Center lies in an area that is the focus of significant change, including a rezoning/visioning effort aimed at
expanding Newton’s affordable housing supply. Located in the center of a multigenerational neighborhood on the commuter rail and bus lines, we eagerly anticipate the arrival of more restaurants, shops, small parks and enhancements designed to make this
area more walkable, accessible and vibrant.

Financials

New Art Center in Newton, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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New Art Center in Newton, Inc.

Board of directors
as of 9/7/2021
SOURCE: Self-reported by organization
Board chair

Dewey Nichols

Kim Spencer

Ty Furman

Marcia Neiberg

Jeff Greenstein

Noah Berger

Robin Hicks

Michael Kaufman

Jennifer London

Dewey Nichols

Paula Witkin

Joelle Tomb

Norman Finn

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No