Arts, Culture, and Humanities

OXFORD ARTS ALLIANCE INC

• The Arts Alliance of Oxford is a community-based non-profit organization providing leadership and advocacy for the arts and culture.

aka Oxford Arts Alliance

Oxford, PA

Mission

The Oxford Arts Alliance is a community-based non-profit organization providing leadership and advocacy for the arts and culture. It seeks to provide a collaborative platform to allow arts and culture to flourish in our community for all people regardless of differences in ethnic origin, education, economic level, age or disability. Arts and culture elevate people and stimulate increased economic development leading to a sense of community and thus well-being among all residents.

Ruling Year

2009

President

Mr. Ed Rahme

Executive Director

Mr Anthony Derrico

Main Address

P.O. Box 313 38 South Third Street

Oxford, PA 19363 USA

Keywords

Nonprofit, art education, music education, art exhibition, performing arts, scholarship

EIN

26-4004347

 Number

2995963954

Cause Area (NTEE Code)

Alliance/Advocacy Organizations (A01)

Alliance/Advocacy Organizations (B01)

Arts Education/Schools (A25)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

The Oxford Arts Alliance’s (OxAA) primary objective is to improve access, exposure, and connection to arts and arts education within Southern Chester County and the surrounding area. To these ends, OxAA needs to solve some internal issues, specifically: a. Access to work by artists from around the country is provided via the monthly exhibits in the main gallery and the new emerging artist gallery. We need to find ways to bring more people into the galleries to see and appreciate the art. b. The music and art instruction programs continue to grow, indicating that the OxAA is filling a need. However, the space available is being pushed to its limits. c. While specific programs are funded directly by the participants, they are not possible without the overall corporate operations. More specifically the OxAA staff makes the business go and they are not being compensated at levels commensurate with their skills and effort.

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

Music Education

Art Exhibitions

Art Education

Emerging Artist Exhibitions

Where we work

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 they accomplished so far and what's next?

a. In exposing the community to fine art from artists throughout the country and from those special artists who are just emerging as fine artists, the OxAA operates two galleries and each month holds exhibits in each. We seek to bring as many citizens into each gallery each month as we can. b. First, the program directors and the Executive Director must assess the growth of music and art programs and the space needed to accommodate such growth. Then they must conduct a search for additional suitable spaces that may be available and their costs for use throughout the community, but not necessarily on Third Street. c. The Executive Committee and Board of Directors must first establish proper compensation levels for each staff position that is proportional to their workload in the OxAA organization. Then they must find ways to develop donors that would support OxAA operations, particularly staff salaries. In support of these goals, a donor database needs to be developed and maintained.

a. Short episodes of the EMERGE podcast featuring the artists in advance of openings; Facebook Live during openings; ask featured artists to bring families and friends to the openings and gallery talks; report results of openings and gallery talks to the community. Consider changing main gallery openings to First Friday each month to coincide with the larger attendance in town. b. Report potential program growth as a function of the budget. Re-constitute the Building Task Force. c. Bloomerang database coming online in 2020 for existing donors. Talk to people attending OxAA events and gallery openings about membership and donations. Ask existing donors for help in establishing contact with other potential donors. …..The OxAA is also looking to establish itself outside of the already busy non-profit scene in Oxford by looking into “National Day of the Arts” Campaigns (https://nationaltoday.com/national-art-day/) and other donation opportunities outside of regular holidays.

a. Reconstitute the collection of attendance data at each event and maintain a database. b. …Focus on Bloomerang and the cultivation of donor information and retention. Expanding the awareness of the organization to donors outside of the immediate area. c. …Continued reevaluation of the current space and the limits of the current building. Reinforced collaboration with other groups to expand outside of the current building prior to moving.

a. The OxAA internally and externally tracks its progress on a variety of levels. In 2018, a comprehensive community study was done to further gauge the community’s support for the OxAA and its mission. Additionally, a strategic plan has been implemented and updated as programming in education and youth involvement has continued to grow. b. Internally, we have collected student and parent/guardian feedback about their experiences in the art and music academies. This feedback helps us to continue modifying our practices to better reflect the expectations of our academy’s instructors, classrooms, and programming. c. In 2020, the OxAA will implement a series of experience surveys for both galleries in order to maintain a higher level of excellence in visitor experience. These print and online surveys will collect feedback from visitors about each exhibit and will also collect feedback from the curator/artist. These surveys will help the OxAA to create stronger and more meaningful relationships with exhibitors and visitors.

a. The strongest indicator of the OxAA’s progress is the exponential growth of the educational branch of the organization. Starting with under ten music students in 2010, the organization has since grown to over 200 private art and music students by 2019. b. Another indicator of the OxAA’s progress has been the increased awareness of its Richard Beards Scholarship Fund, which will be entering its fifth year. c. Since the 2018 comprehensive study, the OxAA has continued to fine-tune its programming and exhibits to create an even more compelling visitor and member experience. This study directed the OxAA to focus on education and youth exhibition opportunities, resulting in the creation of the Emerging Artist Gallery and the expanded academy space, which were both implemented in 2019. d. The OxAA has partnered with other local community organizations in order to co-sponsor the Connective Art and Music Festival, held in downtown Oxford. With two successful dates in 2017 and 2018, the festival has brought in 4000+ visitors each year, and also brought further attention to the OxAA and its mission. This festival exemplifies the OxAA’s reach and highlights its extensive volunteer network.

External Reviews

Financials

OXFORD ARTS ALLIANCE INC

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Operations

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

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  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
  • A Pro report is also available for this organization.

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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

BOARD ORIENTATION & 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 & TRANSPARENCY

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

Yes

BOARD COMPOSITION

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

Yes

BOARD PERFORMANCE

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

No

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

This organization reports that it does not collect this information.

Disability

This organization reports that it does not collect this information.

Diversity Strategies

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