DURHAM ARTS COUNCIL INC
EIN: 56-0599829
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Durham Arts Council is a catalyst in the cultural development of Durham – it leads, inspires, and promotes excellence in and access to the creation, experience, and active support of the arts for all the people of our community. We envision a community where creativity and the arts are highly valued, positive and transformative forces in Durham’s cultural, educational, and economic life. We envision an excellent and sustainable arts and cultural sector that is vital to quality of life in Durham.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Grantmaking
o Creating innovative capitalization strategies to strengthen the financial underpinning of arts and cultural nonprofits
o Information about grant opportunities
o Scholarships, stipends to attend training.
o More incentivized efforts to encourage cross pollination between arts and other sectors, business, tourism, economic development, urban planning
Training
o Connecting arts and cultural organizations with local audience and business building opportunities
o How to connect what they do with Arts employment, gigs; artist residencies
o Training, mentoring, master classes in my art form.
o Fundraising and sponsorship training; Grant and proposal writing
o How to package and promote yourself as an artist or arts organization
o Marketing and Audience development training
Promoting, Showcasing, Selling Artwork/Arts Services
o Strengthening collaboration and communication in the arts and cultural sector
o Information about opportunities to sell & share art work, get bookings
o Providing programs that give them opportunity to show/sell their work such as arts festivals, performances, events, gallery exhibits
o Providing the new Durham Art Network on Artsopolis to increase visibility, networking, sales, employment for artists and arts organizations.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of free admissions
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Worst Covid 19 Pandemic Impact 16 months: March 13, 2020 – June 2021 Gradual re-opening for in-person programs started in May 2021. Slowed in winter 2022 due to Omicron surge.
Goals & Strategy
Learn 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?
Goals
· To increase participation in high-quality arts experiences throughout the community,
· To expand arts education both in and outside of schools,
· To build an environment for artists and arts organization so that they can create and present their work, and
· To be a resource to the community for advocating, planning, and developing Durham’s arts and cultural community, creative place-making and building the creative economy
What are the organization's key strategies for making this happen?
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
1.08
Months of cash in 2020 info
0.4
Fringe rate in 2020 info
22%
Funding sources info
Assets & liabilities info
DURHAM ARTS COUNCIL INC
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
DURHAM ARTS COUNCIL INC
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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.
Fiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of DURHAM ARTS COUNCIL INC’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $17,371 | $27,667 | $58,650 | $4,443 | -$74,195 |
As % of expenses | 0.9% | 1.3% | 2.6% | 0.2% | -3.5% |
Unrestricted surplus (deficit) after depreciation | $7,721 | $18,244 | $49,840 | -$4,714 | -$81,886 |
As % of expenses | 0.4% | 0.9% | 2.2% | -0.2% | -3.8% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,976,252 | $2,119,489 | $2,237,703 | $2,027,879 | $2,053,594 |
Total revenue, % change over prior year | 0.1% | 7.2% | 5.6% | -9.4% | 1.3% |
Program services revenue | 36.6% | 37.8% | 37.7% | 39.4% | 34.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.5% | 0.5% | 0.4% | 0.4% | 0.4% |
Government grants | 34.3% | 32.8% | 41.3% | 40.1% | 41.1% |
All other grants and contributions | 27.9% | 27.9% | 19.2% | 18.9% | 23.5% |
Other revenue | 0.6% | 1.0% | 1.4% | 1.2% | 0.1% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,957,218 | $2,085,445 | $2,234,905 | $2,008,229 | $2,129,503 |
Total expenses, % change over prior year | -1.3% | 6.6% | 7.2% | -10.1% | 6.0% |
Personnel | 31.3% | 33.0% | 31.1% | 34.3% | 35.3% |
Professional fees | 26.5% | 26.2% | 28.1% | 25.7% | 25.4% |
Occupancy | 11.1% | 11.1% | 10.9% | 10.2% | 12.3% |
Interest | 0.1% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 9.2% | 9.1% | 8.2% | 10.8% | 9.6% |
All other expenses | 22.0% | 20.5% | 21.6% | 18.9% | 17.3% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,966,868 | $2,094,868 | $2,243,715 | $2,017,386 | $2,137,194 |
One month of savings | $163,102 | $173,787 | $186,242 | $167,352 | $177,459 |
Debt principal payment | $0 | $17,622 | $14,301 | $50,014 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $7,978 |
Total full costs (estimated) | $2,129,970 | $2,286,277 | $2,444,258 | $2,234,752 | $2,322,631 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 0.1 | 0.2 | 0.1 | 0.2 | 0.4 |
Months of cash and investments | 2.2 | 2.2 | 2.1 | 2.5 | 2.6 |
Months of estimated liquid unrestricted net assets | -1.4 | -1.2 | -0.8 | -0.9 | -1.3 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $24,352 | $37,528 | $24,010 | $34,220 | $65,060 |
Investments | $333,210 | $346,658 | $362,602 | $387,215 | $393,529 |
Receivables | $67,948 | $31,258 | $52,246 | $54,508 | $26,247 |
Gross land, buildings, equipment (LBE) | $1,515,885 | $1,511,423 | $1,516,609 | $1,517,147 | $1,525,124 |
Accumulated depreciation (as a % of LBE) | 96.3% | 97.0% | 97.2% | 97.8% | 97.8% |
Liabilities (as a % of assets) | 68.8% | 61.0% | 63.6% | 64.6% | 79.5% |
Unrestricted net assets | -$173,240 | -$154,996 | -$105,156 | -$109,870 | -$191,756 |
Temporarily restricted net assets | $79,019 | $96,205 | $28,892 | $38,135 | N/A |
Permanently restricted net assets | $257,750 | $257,750 | $269,449 | $269,449 | N/A |
Total restricted net assets | $336,769 | $353,955 | $298,341 | $307,584 | $307,584 |
Total net assets | $163,529 | $198,959 | $193,185 | $197,714 | $115,828 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Sherry L. DeVries
Number of employees
Source: IRS Form 990
DURHAM ARTS COUNCIL INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
DURHAM ARTS COUNCIL INC
Board of directorsas of 03/14/2023
Board of directors data
Dr. Constanza Gómez-Joines
Assistant VP & Executive Director, Center for the Global Learner, Durham Technical Community College
Rick Grant
General Manager, Power Generation Carolinas Operations East, Duke Energy Carolinas
Rick Jorgensen
CPA, Pless & Company
Mike Woodard
Duke University
Susan Amey
President + CEO of Discover Durham
Lori Blake-Reid
Director of Facilities, North Carolina Central University
Heidi Carter
Durham County Board of Commissioners
Tabitha Concepcion
CFP, BB&T Wealth
Dan Ellison
Attorney
Chandra Guinn
Director, Mary Lou Williams Center for Black Culture at Duke University
Kenneth Hinton
Adjunct Instructor, Shaw University and NCCU; Artistic Director of the Agape Theatre Project
Mark-Anthony Middleton
Durham City Council Member
Marjorie Pierson
Visual Artist, Photography
Maryah Smith
Asst. Dean of Building, Engineering, and Skilled Trades, Durham Tech
Geraud Staton
Executive Director, Helius
Wade Walcott
Director, City of Durham Parks + Recreation Department
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:
Race & ethnicity
Gender identity
Sexual orientation
Disability
No data