Springfield Cultural Partnership Incorporated
Art lives here, art plays here, art works here
Springfield Cultural Partnership Incorporated
EIN: 81-2515358
as of September 2023
as of September 18, 2023
Mission
Springfield Cultural Partnership’s Mission is to foster civic engagement and arts education in the City of Springfield by creating and sustaining a vibrant cultural environment, authentically engaging institutions, artists, and the community. The Springfield Cultural Partnership’s Vision is to succeed as a significant force in the region’s creative community by contributing to economic vitality and cultural enrichment. The Cultural Partnership fosters synergy and alignment of cultural resources that create an enriching, welcoming experience for Springfield visitors and residents alike.
Notes from the nonprofit
Springfield Cultural Partnership (SCP) is a convener that connects the dots between community needs, creatives, organizations and resources. SCP mobilizes youth, artists, faith leaders, educators, health professionals, and other trusted community influencers to create culturally relevant and representative arts programming, convenings and collaborative relationships that lead to improved community outcomes related to economic growth and community wellbeing. We leverage Springfield’s cultural assets and respected sources of influence in the community to increase access to resources, programming and to foster hope and healing. We also provide equity and other panels and training for members and artists. Arts are a resource for community empowerment. Artists are often deeply embedded into the communities in which they reside, making them ideal agents of change.
Ruling year
2016
Executive DIrector
Karen Finn
Arts & Culture Coordinator
Kali Green
Main address
127 State St
Springfield, MA 01103 USA
EIN
81-2515358
Urban development
Population served
Families
People of African descent
People of Latin American descent
Multiracial people
Artists and performers
NTEE code
Urban, Community (S31)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Springfield Cultural Partnership (SCP) is a convener that connects the dots between community needs, creatives, organizations and resources. SCP mobilizes youth, artists, faith leaders, educators, health professionals, and other trusted community influencers to create culturally relevant and representative arts programming, convenings and collaborative relationships that lead to improved community outcomes related to economic growth and community wellbeing. We leverage Springfield’s cultural assets and respected sources of influence in the community to increase access to resources, programming and to foster hope and healing. We also provide equity and other panels and training for members and artists. Arts are a resource for community empowerment. Artists are often deeply embedded into the communities in which they reside, making them ideal agents of change.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
SPark! IGNITING OUR COMMUNITY
SPark! IGNITING OUR COMMUNITY
In November, 2021, the Springfield Museums and the Springfield Cultural Partnership celebrated the artists and their public artworks that have transformed Pynchon Plaza into a dynamic museum without walls, a vibrant public space with innovative multi-media art installations by local artists. The SPark! project has ignited our community with public art installations in Pynchon Plaza, in Downtown Springfield. The project — a collaboration between The Springfield Museums, Springfield Cultural Partnership , Mayor Domenic Sarno, The Springfield Parks and Recreation Department, and the Springfield Business Improvement District — included a call for proposals that would transform Pynchon Plaza into a dynamic museum without walls, a vibrant public space with innovative multi-media art installations by local artists.
https://springfieldculture.org/spark/
Trust Transfer Project
TRUST TRANSFER PROJECT is a partnership between Community Music School of Springfield and Springfield Cultural Partnership, led by Program Director Vanessa Ford. This initiative allows our local artists to lead in health messaging that will directly impact the lives of their family, neighbors and friends, offering a unique opportunity for us to depend on one another to share and receive health messages in a creative and inspirational way. Initially designed to build trust through the eyes of the most impacted by Covid-19, Trust Transfer Project is also focused on community care centered around Mental Wellness and Food Justice by transforming the health of our communities one artistic message at a time.
Art Stop(s)
This non-Traditional pop-up gallery event for local artists is an opportunity for local artists to showcase their artwork and network with the public and local businesses and organizations, in Downtown Springfield. SCP is proud to be able to support Springfield’s creative community — both artists and visitors — with this free event and a financial award to each of the artists.
Painted Pianos
The Painted Pianos Project is a summer tradition of the Springfield Cultural Partnership. Pianos are painted by local artists and are displayed across Springfield for the public to play and enjoy during the summer months. One of the Springfield Cultural Partnership’s pianos went viral this week when Pastor Archbishop Timothy Paul and musician Shamrock came together in a random, musical moment — a true embodiment of the SCP Painted Piano project!
Springfield Creative Leaders
The Creative Leaders Program is a multi-step process intended to strengthen our local artists and creative leaders and encourage them to grow in their ability to showcase their talents through exhibits and events within the community — growing their influence and celebrating their role in driving the local economy. The CLP is an inclusive effort, affecting economic development and playing a distinct role in bringing our cultural community together all through mentorship, skill building and skill sharing.
DISTRICT-WIDE UTILITY BOX MURAL PROGRAM
Starting in 2015, the SCP has worked to incorporate more art as part of economic development in Downtown Springfield. The community loved the kick-off event in Stearns Square Park during the “Springfield Under the Stars” movie night and more boxes have been painted over the years.
The purpose of this project is two-fold: first, to beautify the streets and create unique and interesting pedestrian sights; second, to provide economic opportunity to local artists who are trying to make a living creating art in Springfield. We see this project as a free outdoor gallery that is accessible to everyone.
Thank an Artist
Through Thank an Artist activities, the Springfield Cultural Partnership recognizes and showcases the work of our local artists, cultural organization and events, creating deep and lasting connections among Springfield’s creative community. We are so proud of the rich, diverse creative community in our city!
On Saturday, September 21, 2019 the Springfield Cultural Compact hosted it’s inaugural Thank an Artist event, celebrating Springfield’s creative community.
In 2020, Thank an Artist went virtual with a weekly radio highlight of our artists, cultural organizations and events. Tune into local radio station WTCC 90.7 on Thursdays or visit our Thank an Artist playlist on YouTube to listen to all our highlights!
Collaborative Projects
https://springfieldculture.org/collaborations/
The Springfield Cultural Partnership Projects are a celebration of community, creativity, and the City of Springfield.
Where we work
External assessments
Affiliations & memberships
Mass Cultural Council Cultural District 2023
External reviews
Videos
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Springfield Cultural Partnership builds:
- Trusting, lasting relationships between Black and Latinx residents, organizations, and artists – building trust, building sustainability
- Cross-sector partnerships between health organizations, faith communities, artists, community organizations – Coming together towards a common goal. This includes - setting goals, making sure the right partners are selected, leaving time to build trust between entities.
Supporting Systemic Change advancing:
- “Vibrancy” (Quality of Life & Livability Benefit)
- Change in Individual Lives (jobs, skills, belonging)
- Social Change (sympathy, understanding, exchange)
- Change in Creative Practice
- Economic Change (workforce development and collaborative relationship building & sharing networks)
- The future of individuals, communities, our nation, and the arts.
What are the organization's key strategies for making this happen?
Springfield Cultural Partnership builds:
- Trusting, lasting relationships between Black and Latinx residents, organizations, and artists – building trust, building sustainability
- Cross-sector partnerships between health organizations, faith communities, artists, community organizations – Coming together towards a common goal. This includes - setting goals, making sure the right partners are selected, leaving time to build trust between entities.
Supporting Systemic Change advancing:
- “Vibrancy” (Quality of Life & Livability Benefit)
- Change in Individual Lives (jobs, skills, belonging)
- Social Change (sympathy, understanding, exchange)
- Change in Creative Practice
- Economic Change (workforce development and collaborative relationship building & sharing networks)
- The future of individuals, communities, our nation, and the arts.
What are the organization's capabilities for doing this?
MISSION: Springfield Cultural Partnership’s Mission is to foster civic engagement and arts education in the City of Springfield by creating and sustaining a vibrant cultural environment, authentically engaging institutions, artists, and the community. The Springfield Cultural Partnership’s Vision is to succeed as a significant force in the region’s creative community by contributing to economic vitality and cultural enrichment. The Cultural Partnership fosters synergy and alignment of cultural resources that create an enriching, welcoming experience for Springfield visitors and residents alike. Guiding Values are Collaboration, Community, Diversity & Inclusion, Innovation, Respect. By further building these partnerships, SPC will enhance racial, economic and educational equity through program delivery that has integrity, while valuing the partnership there is great interest in maintaining authorship of the artist.
Following our mission will allow us to center the Springfield Cultural Partnership and Cultural Compact around an artist-driven Reputation & Identity Movement for Springfield, MA by creating a coalition where artists and community come together to address hard problems by activation networks. Community investment in what the community wants to see and reflect it back within the community has a multiplying positive effect on the economy. Moreover, this funding is a catalyst to future funding opportunities by building a stronger foundation for securing future funding through health care grants, arts and cultural grants and beyond.
Creating and sustaining a vibrant cultural environment, authentically engaging institutions, artists, and the community. Springfield Cultural Partnership continues to advance its goal of placemaking and programming to amplify its mission.
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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 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 share the feedback we received with the people we serve, 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?
We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
3.84
Months of cash in 2022 info
20.4
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
Springfield Cultural Partnership Incorporated
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Springfield Cultural Partnership Incorporated
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Springfield Cultural Partnership Incorporated
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Springfield Cultural Partnership Incorporated’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $48,281 | $52,185 | $86,399 | $92,716 |
| As % of expenses | 18.8% | 24.9% | 48.9% | 38.2% |
| Unrestricted surplus (deficit) after depreciation | $48,281 | $52,185 | $86,399 | $92,716 |
| As % of expenses | 18.8% | 24.9% | 48.9% | 38.2% |
| Revenue composition info | ||||
|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $305,183 | $289,163 | $235,794 | $335,208 |
| Total revenue, % change over prior year | 0.0% | -5.2% | -18.5% | 42.2% |
| Program services revenue | 62.9% | 22.0% | 9.2% | 30.1% |
| Membership dues | 11.1% | 11.1% | 10.2% | 6.5% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 26.0% | 66.9% | 80.6% | 63.4% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | ||||
|---|---|---|---|---|
| Total expenses before depreciation | $256,902 | $209,678 | $176,695 | $242,492 |
| Total expenses, % change over prior year | 0.0% | -18.4% | -15.7% | 37.2% |
| Personnel | 18.6% | 45.2% | 50.2% | 53.2% |
| Professional fees | 1.8% | 15.3% | 22.7% | 2.9% |
| Occupancy | 0.0% | 0.3% | 2.7% | 1.1% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 79.6% | 39.3% | 24.4% | 42.8% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Total expenses (after depreciation) | $256,902 | $209,678 | $176,695 | $242,492 |
| One month of savings | $21,409 | $17,473 | $14,725 | $20,208 |
| Debt principal payment | $0 | $0 | $0 | $20,000 |
| Fixed asset additions | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $278,311 | $227,151 | $191,420 | $282,700 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Months of cash | 3.4 | 10.2 | 16.3 | 20.4 |
| Months of cash and investments | 3.4 | 10.2 | 16.3 | 20.4 |
| Months of estimated liquid unrestricted net assets | 3.7 | 7.5 | 14.8 | 15.4 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Cash | $73,064 | $177,867 | $240,506 | $412,441 |
| Investments | $0 | $0 | $0 | $0 |
| Receivables | $7,213 | $0 | $0 | $7,000 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 1.0% | 12.2% | 10.0% | 26.0% |
| Unrestricted net assets | $79,507 | $131,692 | $218,091 | $310,807 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $27,300 | $0 | $0 |
| Total net assets | $79,507 | $158,992 | $218,091 | $310,807 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive DIrector
Karen Finn
Karen Finn is the Executive Director of the Springfield Cultural Partnership. In her current role, she works to advance the SCP’s mission of sustaining strong and secure arts and cultural environment in Springfield. She has been an entrepreneur and business owner as well as held positions with higher education and the federal government. She has experience in community service, advocacy, and program management. Karen also holds a Master’s of Business Administration (MBA) degree and is a recipient of the prestigious U.S. Presidential Management Fellowship. She relocated to the Springfield MA area in 2018 with her husband, two sons, and two Bernese Mountain Dogs. She and her family enjoy partaking in cultural events, skiing, and traveling.
Arts & Culture Coordinator
Kali Green
Kali Green is the Arts & Cultural Coordinator for Springfield Cultural Partnership. She supports our programming, collaborations, marketing and weekly “Thank an Artist” segment on WTCC 90.7 FM. Kali uses her creative talents to highlight arts and culture within Springfield.
Kali is a Springfield native, artist, Make-It Springfield fellow and graduate of AIC. Her passion for the local arts ecosystem allows her to challenge the bounds of how to best elevate the partnership and community creatives.
In addition to focusing on her art, she curates art for the Artist Cafe in downtown Springfield, is a partner for HeyBigHeads and is highly involved in supporting Springfield’s local arts and cultural community.
Number of employees
Source: IRS Form 990
Springfield Cultural Partnership Incorporated
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Springfield Cultural Partnership Incorporated
Board of directorsas of 08/05/2023
Board of directors data
Eileen McCaffery
Community Music School of Springfield
Andrew Cade
Springfield Cultural Council
Scott Hanson
Treasurer
Richard Griffin
Mass Development
Kateri Walsh
City of Springfield, City Council
Molly Fogarty
Springfield Libraries
Russell Peotter
Ex-Officio
Jessica Collins
Public Health Institute of Western MA
Roberta Wilmore
Make-It Springfield
Board leadership practices
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
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 08/01/2023GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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.
- 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.
GuideStar Pro Reports
Report successfully added to your cart!
Want more data?
A GuideStar Pro report containing the following information is available for this organization:
- Email contact information
- Financial trends metrics for five most recent years 2022, 2021, 2020, 2019*
- Financial statements for 2022
- Officer and/or Employee data for 2022, 2021, 2020, 2019
- Contractor and/or Paid Preparer data for 2022, 2021, 2020
- Board of Directors data for 2023
- *with the ability to download the data for 2022, 2021, 2020, 2019
Download it now for $125.
Need the ability to download nonprofit data and more advanced search options?Consider a Pro Search subscription.