Arts, Culture, and Humanities

Chapman Cultural Center, Inc.

Spartanburg, SC   |  www.chapmanculturalcenter.org

Mission

The mission of Chapman Cultural Center is to provide cultural leadership for Greater Spartanburg by developing, strengthening and promoting the scope, excellence and educational role of the arts, humanities and sciences and to further their significance in the life of our community.

Ruling year info

1994

President/CEO

Ms. Jennifer C. Evins

Main address

200 E St. John St

Spartanburg, SC 29306 USA

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Formerly known as

Spartanburg Arts Council

EIN

57-0986224

Cause area (NTEE code) info

Arts, Cultural Organizations - Multipurpose (A20)

Fund Raising and/or Fund Distribution (A12)

Arts Education/Schools (A25)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Spartanburg has a rich history in the arts and a vibrant and diverse cultural ecology that helps our community thrive, but no one knows about it. We would like Spartanburg to be nationally recognized as a unique and vibrant cultural community that inspires creativity and collaboration. If we achieve the following goals we will not only strengthen our entire cultural sector and create a community where artists and creative enterprises can thrive, the energy behind this work will create a message that can be shared with the world and others will want to be a part of it!

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

Professional Artist Residencies and Muse Machine Programs in over 42 public and private schools throughout Spartanburg County.

Population(s) Served
Children and youth (0-19 years)
Budget
$161,792

Quarterly grants support community based arts programs and local artists

Population(s) Served
Adults
Adults
Budget
$732,088

Where we work

Charting impact

SOURCE: Self-reported by organization

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

What is the organization aiming to accomplish?

1. Strengthen our cultural sector and foster a more vibrant community through the effective utilization and investment of all CCC’s resources. 2. Inspire and engage our community as patrons, artists, and donors by consistently communicating a clear message of the role, scope, and impact of CCC. 3. All residents of Spartanburg County have equitable access to STEAM education and outreach opportunities to participate in creative experiences in neighborhoods and schools. 4. Meet current and long-term financial needs of CCC by increasing earned and contributed revenues 3% annually to fully fund our organization’s aspirations.

• Revise our grant making portfolio to be more inclusive, collaborative, impactful, and supportive of the broader cultural sector with measurable outcomes that align with CCC’s vision and mission and advance the community’s strategic priorities. • Develop, leverage and deploy the knowledge, experience, and influence within our organization’s staff and Board volunteers to advance our vision and mission and position these strengths for the greatest impact and benefit for Spartanburg’s cultural sector. • Adopt statement of cultural equity that reflects our desire to be diverse, inclusive and equitable in all of our work as a nonprofit organization to serve all of Spartanburg County • Develop and implement marketing strategies to attract and sustain involvement of 20-35 in the arts • Develop and execute an ongoing and intentional campaign targeted to new residents and businesses to educate about CCC and Spartanburg’s cultural sector. • Inspire new collaborations and partnerships in the cultural sector and across sectors to reach broader audiences and develop shared services through our grant making portfolio and services. • Expand cultural experiences outside of traditional cultural facilities to engage audiences in their own environment • Expand Advantage Arts & Science K-12 Education Program to include early childhood Pre K arts integration training to support kindergarten readiness. • Determine funding needs for the next 3 years to complete Arcadia construction and successful operations. • Maintain financial management practices essential to be financially strong and effective. • Increase earned revenue to reflect market value. • Inspire donors to increase grants and contributions to our United Arts Fund to $1 million, and Operating Endowments to $1 million by 2020. • Budget profits annually to reinvest in organization’s future

Diverse Board of Directors that is engaged and accountable Full Time Staff with qualified personnel in all management positions Collaborative community partners that support the vision and goals Annual renewal rate of donations is 70% Dedicated Marketing and Resource Development annual plans that address our goals

• Increase number of successful grant applicants representing the diversity of our community • Increase in number of collaborations leveraging our strengths • Adoption of Cultural Equity Statement and living in to the statement in all aspects of our work measured by inclusion of diverse people in making decisions for more equitable use of our resources • Increase in involvement by new residents, new businesses and people ages 20-35 • Increase in cultural experiences in non tradional cultural facilities • Increase of PReK Teachers using arts integration in their classrooms • Operating Reserves equal to six months fixed operating costs

• Adopted created standards for diversity and inclusion for Trustee recruitment and addopted Cultural Equity Statement and have implemented policy and procedures to insure we fulfill our statement on Cultural Equity. Seek diverse participants in our grant making panels • Increased annual General Operating Support Grantees for first time in 25 years hope to continue to have resources to grow grant pool and invite more and more grantees • Started measuring number of collaborations and impact of the partnerships with grantees • Increased new resident engagement with the arts through direct benefits experiences hope to create more avenues to reach new residents and invite them to meet neighbors through the arts • Trained 45 PreK teachers to integrate the arts in their class rooms and hoping to train 40 more.

Financials

Chapman Cultural Center, 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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Chapman Cultural Center, Inc.

Board of directors
as of 9/10/2020
SOURCE: Self-reported by organization
Board co-chair

Mr. Bert Barre

Chapman Cultural Center

Term: 2018 -


Board co-chair

Ms Courtney Edwards

Chapman Cultural Center

Term: 2018 -

Lucy Boland

David Britt

Brant Bynum

Erica Brown

William Cobb

Louise Connell

Dick Crenshaw

Jennifer Evins

Angelina Eschauzier

J. Sidney Fulmer

Ron Garner

Lewis Glenn

Linda Hannon

Kelly Harvey

Sheila Henderson

Araceli Hernandez-Laroche

Boone Hopkins

Max Hyde

Jennifer Januchowski

Jason Lynch

David McCutchen

Margarette Bell Miller

Laura Montgomery

Jayne Moorman

Carlotta Redish

Bill Robinson

Prema Samhat

Glenda Sims

Allen Smith

Tina Stevens

Carole Summers

Rosalyn Henderson Myers

Scott Talley

Thomas Tucker

Winston Wingo

Bill Robinson

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

SOURCE: Self-reported; last updated 09/10/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Sexual orientation
Decline to state
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Keywords

Spartanburg, South Carolina, arts, culture, performing arts, visual arts, music, dance, science, history, theater, arts education, community development