Arts, Culture, and Humanities


Making Art and Community Happen

aka Hubbard Hall Center for the Arts and Education

Cambridge, NY


Hubbard Hall gathers people from all walks of life to create, learn, and grow together, while developing, producing, and presenting world-class art and artists. We do this in order to enrich people's lives – and the life of our community. We are an arts incubator, a training ground for artists of all ages and backgrounds, a magnet for artistic activity, a safe haven for risk-taking, an economic driver for our region, and the beating heart of our community. We are dedicated to cultivating, sustaining, and promoting the cultural life of our rural community. We are also committed to restoring and preserving Hubbard Hall and all of the buildings on our campus as community cultural assets.

Ruling Year


Executive & Artistic Director

Mr. David A Snider

Main Address

25 East Main St

Cambridge, NY 12816 USA


Non-profit, arts center, theater, opera, music, education, dance, washington county





Cause Area (NTEE Code)

Performing Arts (A60)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve New!

Hubbard Hall just celebrated it's 40th anniversary! It is now time to reflect again on how we make art and community happen. During the next two seasons Hubbard Hall is in a deep process of strategic planning, as we strengthen our ability to continually deliver high quality arts education, while finding new ways to produce, present, and develop world-class art and artists. We’re also experimenting with rolling out just six months of programming at a time. This is purposeful, as we strive to be more nimble, responsive and dynamic in our programming, while recognizing that very few of us plan twelve months in advance. This planning will help us align our staffing requirements, programming and fundraising efforts to sustain and fulfill our mission going forward.

Our programs

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

SOURCE: Self-reported by organization

Hubard Hall Theater

Hubbard Hall Opera

Hubbard Hall Workshop and Classes

Hubbard Hall Dance

Music From Salem

Where we workNew!

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Our plan is to refine our business and financial model to lower the risk and financial stress on the organization. To accomplish this we will explore and develop a staff structure that will support our programs and be sustainable, along with a fundraising effort, to both increase contributed income and ease the workload and stress of the current fundraising model. The hope is to establish a cash reserve to support future endeavors and allow us to be more responsive to projects that support our mission.

Develop and promote our arts education programming, both on and off campus; Further develop our program of hosting or presenting outside groups in our four historic buildings; Develop a residency and incubator model, in which artists are invited to develop artistic projects at Hubbard Hall, share them with the local community and become evangelists for Hubbard Hall in the greater arts field; create a three-year budget aimed at ensuring we have sufficient resources before green lighting projects. Develop a summer fundraising season; further articulate the Annual Fund as an ongoing, year-round campaign with only two asks for individuals each year; Explore State, Federal and Individual Donors currently beyond Hubbard Hall’s geographic or political networks; Work with consultants to develop relationships with stakeholders in Albany and New York City; Cultivate new donors from summer visitors and those with connections to larger markets, including Boston, New York and Washington, DC.

We have over 40 years of history providing the arts & educational programs to the community. Since 1878 Hubbard Hall has developed, produced, & presented theater, music, dance, & the visual arts, & in recent years has become a world-class development center for new work. Since 1977, Hubbard Hall’s current 501c3 has engaged thousands of artists, students, and audience members in acclaimed productions. Our education programs are at the heart of our work, as we engage learners of all ages in hundreds of classes and workshops annually, both on campus and off. Hubbard Hall operates four buildings, including the hall, dance, music, and visual arts studios, offices, arts exhibit spaces, and a black box theater. We also own and operate the Cambridge Community Garden. We have a staff of 6, with a full-time ED and 5 part-time staff, a hardworking board of directors, a large company of artists and teaching artists, hundreds of students, and an army of volunteers who make everything possible.

External Reviews




Fiscal year: Jul 01 - Jun 30

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  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
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The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?


Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization


Race & Ethnicity

Sexual Orientation

We do not display sexual orientation information for organizations with fewer than 15 staff.


We do not display disability information for organizations with fewer than 15 staff.

Diversity Strategies

We track retention of staff, board, and volunteers across demographic categories
We track income levels of staff, senior staff, and board across demographic categories
We track the age of staff, senior staff, and board
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan
We use other methods to support diversity