PLATINUM2023

cARTie

Connecticut's nonprofit art museum bus

Shelton, CT   |  https://www.cartie.org/

Mission

cARTie strives to confront inequities in education and arts access across Connecticut through its mobile art museum bus with a focus on young children, emerging student-artists, and under-resourced communities.

Ruling year info

2020

Co-Founder & Executive Director

Clare Murray

Main address

326 Navajo Loop

Shelton, CT 06484 USA

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EIN

84-4194200

NTEE code info

Arts, Cultural Organizations - Multipurpose (A20)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

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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?

Exhibitionships / Internships

High school student-artists from across Connecticut are invited to submit their art to be considered in cARTie’s annual juried art exhibition aboard the museum bus. If selected by a jury of local artists, educators, and nonprofit leaders, student-artists’ works travel across the state, inspiring thousands of young children, for ten months. Student-artists are also invited to apply for internships with cARTie whereby they design projects that will support their career development and work closely alongside cARTie’s Executive Director to grow as emerging arts nonprofit leaders.

Population(s) Served

PreK-2 students at partner schools go on exciting, developmentally-appropriate museum field trips throughout their school year. Their teachers receive professional development from cARTie, and artful thinking is integrated into their curriculum. Students develop their critical and creative thinking dispositions through looking at, discussing, and making art. They also grow comfortable in the museum environment.

Population(s) Served
Age groups
Social and economic status
Age groups
Social and economic status

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.

Number of children served

This metric is no longer tracked.
Totals By Year
Related Program

Museum-School Partnerships

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of community partners serving children and communities with limited access to the arts in education

This metric is no longer tracked.
Totals By Year
Related Program

Museum-School Partnerships

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of multi-year contracts received

This metric is no longer tracked.
Totals By Year
Related Program

Museum-School Partnerships

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Strategic Priority 1: Accessibility
Ensuring the stakeholders that cARTie serves, stewards, leans on, and works with are able to fully participate in all programming and operations is core to the cARTie mission, and tied to values of diversity, equity, inclusion, and accessibility. Growing in the strategic priority area of accessibility will hold the organization accountable for upholding these values and working in service of the overarching mission.

Short Term Goal (2023-2024): Build upon present activities to ensure all stakeholders’ voices are heard and celebrated.

Medium-Term Goal (2024-2025): Commit to organization-wide training and planning to enhance the accessibility of our organization, program, and space for all stakeholders.

Long-Term Goal (2025-): Become a fully-accessible organization, program, and space, and hire a consultancy firm to audit and enhance our work.

Strategic Priority 2: Sustainability
For cARTie to see long-term success, sustainability in all areas of operations, fundraising, programming, and communications is key. Growing in the strategic priority area of sustainability will hold the organization accountable for growing carefully and with intentionality.

Short Term Goal (2023-2024): Identify and begin preparing for future financial, operational, and programmatic sustainability of organization by collecting stakeholder feedback and evaluations.

Medium-Term Goal (2024-2025): Build upon historic feedback and evaluations regarding operations, programming, fundraising, and community work toward long-term sustainability.

Long-Term Goal (2025-): Operationalize systems for sustainable operations, programming, fundraising, and community work based on historic stakeholder feedback and evaluations.

Strategic Priority 3: Expansion
cARTie’s mission and vision of success are large and far-reaching. To work in this direction, we must prioritize expansion. Growing in the strategic priority area of expansion will hold the organization accountable for working in service of the overarching mission.

Short Term Goal (2023-2024): In service of the mission, the vision, the statement on equity, and the statement on accessibility, identify and: expand the Board, grow the number of school partners, and develop resonant community partners.

Medium-Term Goal (2024-2025): Further operationalize efforts to expand the Board, grow the number of school partners, and develop resonant community partners.

Long-Term Goal (2025-): Further operationalize efforts to expand the Board, grow the number of school partners, and develop resonant community partners, while beginning to collect stakeholder feedback regarding next steps to expansion.

cARTie has three strategic priority areas: accessibility, sustainability, and expansion. All three focus on key quality and growth areas. Following each strategic priority are short-, medium-, long-, and aspirational-term goals. Below these goals are descriptive action strategies that dually serve as accountability indicators. The strategies are outlined as having to do with (a) nurturing relationships, (b) incorporating promising practices, and (c) identifying linchpins and preparing for success.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

cARTie
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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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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • 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.

cARTie

Board of directors
as of 06/09/2023
SOURCE: Self-reported by organization
Board chair

Elizabeth Murray

Elizabeth Murray

Holly Hawthorn

Diane Kendall

Lindsey Kendall

Adrianne Carter-Brown

Cal Inguanti

Michael Gallagher

Alexis Vondran

Jacqueline Lema

Patricia Keane

Priscilla Wohlstetter

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 6/9/2023
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

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

Equity strategies

Last updated: 06/09/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.