The Community Partnership for Arts

“Prior to filing with the irs, the form 990 (as completed by the organization's certified public accountant) is presented to the chief operating officer and president & chief executive officer for review and approval. The form 990 is then distributed to the full board of trustees electronically for review. The trustees are provided with at least five business days to review the form, with any comments and questions addressed as needed. A board officer then authorizes the final filing of the 990 by signing form 8879-eo and the 990 is electronically submitted to the irs.”

“Officers, directors and key employees are required to sign a statement acknowledging compliance with the organization's conflict of interest policy. This statement is required to be re-executed on an annual basis.”

“The board chair annually appoints a compensation and benefits committee to determine the executive salary within guidelines determined by a review of comparable arts-related organizations. The board has adopted the irs-written "rebuttable presumption" checklist contemporaneous with the officer review.”

“Compensation review process is performed by the top official, who uses comparable compensation data for similarly qualified persons. The documentation is performed contemporaneously and the key employees' compensation is a component of the budget, which is reviewed and approved by the board of directors.”

“The organization's governing documents, form 990 conflict of interest policy and financial statements are made available to the public upon request. The form 990 can also be found on several publically-accessible websites.”

“Fiscal year 2013-2014 (july 1, 2013 - june 30, 2014) cpac works to prove and promote our cultural assets' extraordinary contributions to the region and to assist community leadership in leveraging the economic, educational and quality of life benefits provided by the arts and culture sector. We help arts and culture prosper by building individual and organizational capacity, conducting research and fostering strong arts and culture public policy. In late december 2012, cpac completed a 2013-2016 strategic plan with implementation commencing january 1, 2013. During 2013-2014 cpac achieved the following: capacity building the artist as an entreprenuer institute (aei) - a business skills training course for individual artists. A newly devised aei curriculum was developed by cpac and implemented by the akron area arts alliance and the broward county cultural division of broward county, florida. Cpac is exploring models for housing this program in an online format to improve accessibility. Artists in residence - this two-year program focused on artist homeownership and community development was brought to a close on december 31, 2013. An artist in residence handbook was created to document the program and learnings from its development, implementation and evaluation. Collaborative marketing database - a shared database of arts and cultural buying activity contributed by member organizations for the purposes of increasing attendance at, and revenue from, arts and cultural activities. Eight organizations participated in the program. Creative compass - cpac continues to update its online resource center that provides local artists with information on space, employment, funding, insurance, business development and artistic development. During the year, 19,789 individuals visited the site and there were 139,358 pageviews. Of those visiting the site, 52% were new and 48% had previously visited. Creative workforce fellowship- a one-year fellowship that provides local artists with financial, research and professional development resources. Cpac published guidelines and an application for the 2014 cycle of the program; presented five informational workshops; received 237 applications; and formed and conducted a two-tier panel review process comprised of 11 professionals who ultimately recommended 20 fellows and 2 alternates from the field of applicants. Cpac provided guidance and counsel to the twenty 2013 fellows as well. Arts and cultural roundtable - periodic meetings of representatives from the arts and culture community to discuss issues of common cause. Cpac hosted five roundtables during the fiscal year featuring, springboard for the arts, congresswoman marcy kaptur, david gilbert, executive director, positively cleveland, linda noekler, senior vice president for planning and organizational resources, benjamin rose institute and robert morrison, president, quadrant arts education research. Advocacy training- cpac developed and implemented four advocacy training sessions with topics that included, rules for 501(c)3 organizations, meeting public officials, establishing advocacy infrastructures and communication strategies. Technical assistance consultancies- individualized counseling sessions that provide focused advice, pertinent research and community contacts to individuals and organizations regarding their arts and culture initiatives and business. Examples would include counsel on marketing, research and strategic planning. Cpac staff provided a total of 375 hours of technical assistance throughout the year. Public policy arts and culture sector advocacy- development and delivery of messages that support investment in sound arts and culture sector public policy initiatives. Public sector consultation - specific arts and culture sector policy research, advice and services to public officials and administrators at the municipal, county and state levels. Research sector research - research that describes the arts and culture sector a”