Gadsden Arts, Inc.
13 N Madison St
Quincy FL 32351
Contact Information
Address 13 N Madison St
Quincy, FL 32351
Telephone (850) 875 4866
Fax 850 6278606
Web and Social Media
Donate Directly to this Organization
Donate to this Orgs Endowment Fund at Community Foundation
The Sara May Love Gallery at the Gadsden Arts Center
At A Glance
Organization DBA
Gadsden Arts Center
Organization's type of tax exempt status Public Supported Charity
EIN Number 59-3247747
Year of Incorporation 1994
Financial Summary
Projected Revenue $300,458.00
Projected Expenses $290,256.00
Mission Statement
The Gadsden Arts Center’s mission is to foster understanding and appreciation of the visual arts to improve the quality of life in Gadsden County and the region. The organization works to enhance arts education, provide cultural opportunities, and stimulate economic growth in the community.
Needs Statement
The Gadsden Arts Center volunteer and paid leadership follow a five-year Strategic Plan to guide the organization and identify needs. Top needs in continuing to grow in the organization's mission of service to our community are:
  • Contributions to the Campaign for the Future II, dedicated to sustaining growth in exhibitions, education programs, and endowment through 2017. Contributions range from $500-$15,000/year.
  • Contributions to the Gadsden Arts Endowment Trust, a permanently restricted fund with a 2.5% spending policy (2.5% if income is reinvested for fund growth) that provides program and facility support in perpetuity
  • Continued growth in our member, donor, and volunteer base (come visit and join us!)
Impact Statement
The Gadsden Arts Center is a small, highly effective organization housed in a museum-quality historic building that impresses everyone who enters it. In recent years, through generous and growing donor support, the leadership of experienced professional staff, and the assistance of over 100 volunteers, Gadsden Arts has:
  • Achieved annual participation of 22,000 visits
  • Broadened the scope of exhibitions from local  to national artists and works of art, including exhibitions of cultural and historical importance
  • One of the next seven cultural organizations in Florida qualified to receive a $240,000 Endowment Matching Grant
  • Earned the highest Culture Builds Florida scores from the Florida Division of Cultural Affairs four years in a row
  • Amassed a quality Vernacular Art Collection for exhibition and loan to other museums
  • Moved part-time Education Coordinator to full-time Education Coordinator position, effectively expanding the breadth and consistency of all education programming on-site and in area schools
Future goals include:
  • Accreditation with the American Alliance of Museums (in process now; goal: 2018)
  • Bringing Gadsden Arts Endowment Trust, Inc. fund total from $750,000 to $1 Million
Background Statement
The Gadsden Arts Center (formally Gadsden Arts, Inc.) was incorporated as a 501(c)(3) nonprofit organization in 1994 to provide exhibitions of fine art and art education in Gadsden County. Gadsden County is highly diverse culturally, racially, and ethnically, and one of the most educationally challenged and economically disadvantaged counties in Florida.

Gadsden Arts, Inc. purchased a historic church (c. 1904) that provided a permanent base for operations, but offered only 800 square feet of public space. In 1996, Mark Bates offered the Bell and Bates building to Gadsden Arts, Inc. to be transformed into a permanent arts center, with a prominent location on Quincy’s historic courthouse square. The building, a landmark since its construction in 1912, had been a community center as a family hardware business for 86 years.

In 1997, the all-volunteer organization hired its first paid staff and hired Zoe Golloway as Founding Executive Director. That year, Gadsden Arts acquired close to $800,000 toward renovating the Bell and Bates building. Gadsden Arts also acquired a one-story connecting building to house support services for the art center, including a gift shop, offices, vault for the Permanent Collection, storage and receiving areas. A Capital Campaign amassed $1.4 million, with all but $125,000 in private contributions. Renovation came in on budget and on time and the building opened to the public on September 17, 2000.

In 2007, with gifts from private donors, the Gadsden Arts Center acquired the adjacent Fletcher Building, a 2,000 sq. ft. space. It required comprehensive renovation, completed in 2008 with a 50-50 combination of CRA grants and private contributions. The Center opened this new building on January 16, 2009, adding a café and the Artists Guild Gallery to community offerings.
In 2009, the Gadsden Arts Center completed art receiving and collections storage facilities and received a generous art gift, growing the collection from 11 to 52 works of art. The following year, the collection was lent to the Gibbes Museum in Charleston, SC for its main gallery exhibit. Gadsden Arts also earned the highest score in Florida two years in a row for Culture Builds Florida grant projects. It also introduced its Gadsden Arts Alliance school program, serving 3,300 students.

In recent years, Gadsden Arts has grown in membership, donor base, programs and services, and participation, and is increasingly recognized as a leading visual art venue in our region.
Service Categories
Visual Arts
Arts Education
Art Museums
Areas of Service
Areas Served
The Gadsden Arts Center serves a broad region spanning 200 miles in each direction from Quincy, Florida. We also serve visitors from all over the country and world who are coming through the area. The majority of participants are from Gadsden and Leon Counties. Gadsden ranks in the bottom five in the state of Florida on measures for health, education, and income. The county is home to diverse audiences in terms of culture, income, education level, and age.
Board Chair Statement
The Gadsden Arts Center offers many services and opportunities to improve the quality of life in the region through fine art exhibitions, cultural learning, and special events. There are many volunteers that bring a variety of unique experiences and talents that contribute to the success of the center. With these talents, experiences and a sense of ownership, the Gadsden Arts Center has had much success.
Through a committed board of directors, a major gift campaign was carried out with great success. With 100 percent support from the Board of Directors and overwhelming support from the community, the goal was met and exceeded in the face of a recession.
The Gadsden Arts Center offers exhibit opportunities for both nationally acclaimed artists and a platform for students to show their creativity. Also, educational opportunities such as family art workshops, master artist workshops and painting and drawing classes has brought awareness and learning opportunities to the community.
The Gadsden Arts Center commitment to improve the quality of life in our region has been recognized by the North American Reciprocal Museum program, and now we have been accepted as part of that organization.
There are many challenges yet to overcome. The recession is still upon us, therefore careful management of funds is very much required.  The finance committee is working closely with the board to monitor all funds to assure financial stability. The Gadsden Arts Center is a center for not only artists, but a center for the whole community. In an effort to include the community, the board is encouraged to invite a guest to the exhibit openings or to the center to see the many services the center as to offer.

As board chairman, I see the commitment of the board, volunteers, and the community to make the Gadsden Art Center a great success and with a sense of ownership, there is no doubt that success will come and Gadsden Arts will be a quality art center for a long time.
Eluster Richardson
Board President
CEO Statement/Executive Director Statement
The Gadsden Arts Center is a thriving organization, viewed by many as one of the highest quality art venues in our region. This year we celebrate the 100th birthday of our Bell & Bates Building, renovated in 1998–2000 to house art exhibitions, education programs, and community events. The building is a center for art education, cultural enrichment, volunteer and philanthropic engagement, an anchor for downtown revitalization and tourism development.

I arrived in Quincy in 2005. Over the years, I have welcomed visitors to Gadsden Arts from New York to California to the Midwest, Canada, and beyond, and their reaction is always the same: “Wow!”. Visitors are always impressed with the warmth,  history, and quality of the Bell & Bates Building.
I have learned much here from the people who entrusted me with the Center's leadership.

Donor Recognition: donors are incredibly generous here, but don’t often want to stand out too much. I once was asked to turn my Annual Fund Donor Wall upside down, putting the largest contributors on the bottom;

Ditch Gardening: the best floral arrangements are not ordered from the florist - they are created by talented volunteers, from whatever is found growing in local ditches, yards, and cemeteries;

Reception Food: the best reception food is not ordered from the caterer, but “pot-lucked” by an army of generous volunteers, creating a more elegant spread than anything I have seen anywhere;

“Big Museum” Projects: a small staff can dream up and carry out ambitious “big museum” projects, with the required talent (movers, carpenters, truck drivers, photographers, researchers, writers, ETC.) magically appearing, much of it on a volunteer basis!

I have learned that at the Gadsden Arts Center, we are a part of a very generous, talented community - with a vision and a plan, we can do whatever we set out to do, and much more than an arts center our size can normally accomplish. Many of our volunteers and donors support the organization in every conceivable way, from making contributions and asking others to follow suit, to volunteering in the office each week, chairing and serving on committees, reviewing financial reports, planning and participating in fine art trips, helping stow tables and chairs, and taking out the trash. People ask me, as our country moves through the fourth year of the Great Recession, “how is it possible that the Gadsden Arts Center is healthy and growing, doing so well?” The overriding reason is that the Gadsden Arts Center belongs to the community.
The Gadsden Arts Center (GAC) achieved 22,000 participant visits in 2013. GAC offers four groups of art exhibits annually in five exhibition spaces, offering works of art from local to national in scope and cultural importance.
GAC also collects Southeastern contemporary art. The 35-piece Vernacular Art Collection is available for loan to museums, first featured at the Gibbes Museum in Charleston.
GAC offers a range of educational programs each year, including Guided Tours, Drawing, Painting, and Art History Classes, Family Art Workshops, Art Camp, the interdisciplinary Gadsden Arts Alliance, Student Portfolio Program, Family Gallery Guides, Student Learning Guides, Student Art Competitions, and Children's Gallery Exhibits.
Special membership includes the Director's Circle (art collectors), Artists Guild (exhibiting artists), and Reciprocal Organization of Affiliated Museums (ROAM).
GAC offers one Fine Art Trip each year to destinations such as Philadelphia, PA, Boston, MA and New Orleans, LA, offering social, cultural, and educational opportunities for patrons.
Budget $300,000.00
Category Arts, Culture & Humanities, General/Other Visual Arts
Population Served Adults, Children and Youth (0 - 19 years), Minorities
Short Term Success
The Gadsden Arts Center's exhibitions and education programs produce the following results:
  • Cross-cultural understanding in our diverse community, through volunteer collaboration and teamwork, shared experience of exhibitions and interpretive events, and cross-cultural service activities
  • Education enrichment for elementary through high school students who participate in Summer Art Camp, the Gadsden Arts Alliance, and Student AP Portfolio program
  • Channeling $80,000+ in volunteer time from retired educators and professionals back into our community to improve our quality of life
  • Channeling $180,000+ in private philanthropic support into museum-quality programs to improve our quality of life
  • Providing opportunities for social engagement to strengthen the fabric of the community
  • Providing upper-level art educational and collecting opportunities, through the Director's Circle membership program and Fine Art Trips, to focus highly educated art lovers' interests and resources back into the community
  • Increase student self-esteem and improve academic performance, and reduce the dropout rate for students participating in the Student Art Competition and Student AP Portfolio programs
  • Create value-added leisure time for adults and seniors participating in Art History and Drawing/Painting Classes
Long term Success 23,400 program contacts achieved in 2011, up from 12,000 in 2008
Program Success Monitored By
The Gadsden Arts Center evaluates all exhibitions, programs, and events on an ongoing basis using the following tools:
  • Visitor comment card
  • Written program evaluations distributed at the close of each program
  • Post-event committee focus groups
  • Teachers' focus groups
  • Membership surveys
  • Community Feasibility Study interviews (spring 2011)
  • Writing and art samples from student programs
  • Conversation with visitors
  • Participation statistics collected daily and for each program/event
  • Fundraising trends
  • Membership and donor trends
Examples of Program Success
Gadsden Arts has grown steadily in participation (22,000), membership (500), and donors (Annual Fund 100, Campaign for the Future 77). Gadsden Arts has a balanced operating budget and increased resources, for sustained growth. Participation in existing and new programs has been sustained or increased.
The Gadsden Arts Alliance program had a tremendous impact in elementary schools in its first year (2011-12), with 3,300 participants, strong evidence of learning through post-program testing, and requests from principals to expand the program this year. The program features a live, inspirational interactive art and music presentation, followed by a traveling art exhibition, with art appreciation, reading, writing, and studio art activities that are correlated to FCAT teaching goals. The program applies art education to inspire students, reinforce core skills for FCAT preparation, and educates participating teachers and principals in ways to employ the arts to enrich all teaching.
Program Comments
CEO Statement/Executive Director/Board Comments
The Gadsden Arts Center has grown in recent years, in spite of the recession. The organization has been proactive in trimming costs while developing new revenue areas. At present, it has $2.3M in assets and zero liabilities with a balanced annual operating budget.
During this time, Gadsden Arts has sustained the highest quality facilities, exhibitions, education programs and cultural events. These efforts have contributed to 110% growth in annual participation and the organization's reputation as a leading art organization in a broad region.
The challenge presented by recent success is how to maintain this momentum to further our mission and maximize service to our community. The answer is the Campaign for the Future II, the organization's major gifts campaign that will sustain growth in exhibitions, education programs, and endowment over the coming 5-7 years. Campaign planning was accomplished in 2009-2011, and the campaign launched in June 2011. Initial pledges are already at work in the community, with excellent exhibition seasons and related interpretive programming planned through 2014, and education program growth through weekly drawing and painting classes, an expanded Gadsden Arts Alliance program, and a new Student AP Portfolio Program (the latter two taken to all schools in our community). In addition, $70,000 of pledges to date have gone into the endowment.
This campaign met its initial fundraising goal before going public, and seeks to raise an additional 20% ($100,000) during its public phase, and is within 5% of that goal. Contributions of $500 per year and up, in 5-year pledges, are invited to accomplish this final leg of the campaign, an investment in our long-term quality of life.
Board Chair
Board Chair Mrs. Dawn McMillan
Company Affiliation Community Volunteer
Term Mar 2014 to Feb 2015
Board Co-Chair
Board CoChair Mr. Joe Munroe
Company Affiliation community volunteer
Term Mar 2014 to Feb 2015
Board Members
Mrs. Kate Clark Allen, Mooney, and Barnes Financial, Inc.
Mrs. Nesta Cumbie retired banker
Ms. Elizabeth Diaz community volunteer
Mrs. Carole Fletcher Robert F. Munroe Day School
Juliane Hackney Hackney Nurseries
Mrs. Lucy Harris Harris Organic Farm
Mrs. Laura Harris Metropollitan Museum of Art (Retired)
Ms. Sandy Higdon Coldwell Banker Hartung Noblin Real Estate
Lou Hill Community Volunteer
Mr. Reginald James Gadsden County Public Schools, Superintendent
Ms. Martha Ann McCaskill retired educator
Mrs. Dawn McMillan State of Florida
Mr. Joe Munroe Munroe Interior Designs
Mr. Randy Pople Pople Financial Services Inc.
Mrs. Miss Leigh Reddick community volunteer
Mr. Eluster Richardson retired engineer, exhibiting artist
Becky Tiller Community Volunteer
Mrs. Medora Wester retired dental hygenist
Mr. Alan Williams Florida House of Representatives, District 8
Mayo Woodward Ameriprise Financial
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 0
Caucasian 16
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 7
Female 13
Unspecified 0
Board Term Lengths 2
Board Term Limits 3
Board Meeting Attendance % 78%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 9
Risk Management Provisions
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Directors and Officers Policy
Fine Arts and Collectibles
General Property Coverage
Medical Health Insurance
Property in Transit and Off Premises
Risk Management Provisions
Special Event Liability
Workers Compensation and Employers' Liability
Standing Committees
Board Development / Board Orientation
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Program / Program Planning
Community Outreach / Community Relations
CEO Comments
ATteThe Gadsden Arts Center has tremendous strength in community ownership. Gadsden Arts was founded by volunteers, and strong volunteer leadership is a key to the organization's health and continued to success, serving a broad audience with a small staff and modest budget. Community talent in the form of working and retired professionals from all segments of our community channel their expertise into serving on a range of working committees.
Board of Directors members are recruited from those volunteers who demonstrate a knowledge of the Gadsden Arts Center and those we aim to serve, who have shown active participation in at least one aspect of programming at Gadsden Arts, and who have maintained an active membership. The Gadsden Arts Center maintains two boards of directors: the Gadsden Arts, Inc. Board of Directors, which governs the organization itself, and the Gadsden Arts Endowment Trust, Inc. Board of Directors, which manages our endowment. This system provides an excellent check and balance system to insure ongoing fundraising for operations, and long-term growth and prudent use of endowment funds.
Gadsden Arts Center staff and volunteer leadership continually invite new members of the community to take a more active role here as a member, volunteer, or committee member, constantly building and refreshing the base from which to develop higher levels of volunteer leadership. Sustaining ongoing communication with all committees and volunteers, and continually developing volunteer leadership in place as board members are challenges for a small staff. However, our highly organized staff meet these challenges successfully, and a strong, healthy, relevant organization is the result.
Executive Director/CEO
Executive Director Ms. Grace Briggs Robinson
Term Start Mar 2005
Experience Manage thriving nonprofit arts center in racially diverse, culturally underserved, and economically challenged area, offering fine art exhibitions, special events, art education and outreach programs to residents and visitors in the region. Accomplishments:
  • Florida Art Museum Director's Association - appointed to the Executive Committee, 2014
  • Association of Fundraising Professionals, Big Bend Chapter - Board of Directors member and Programs Chair
  • Implemented a successful major gifts campaign ($640,000 raised; $500,000 goal) for long-term program and endowment growth
  • Florida Division of Cultural Affairs grant panelist in 2009-present
  • Increased endowment through gifts and fund management from $215,000 to $750,000
  • Presenter at the Florida Association of Museums statewide conference, 2012 - present
  • Earned highest grant score in the State of Florida Culture Builds Florida grant program four years in a row
  • Implemented capital campaigns to complete art receiving and art collections storage areas and renovate the Fletcher Building
  • Maintained organizational growth through the recession with no draws on endowment principal for operations, growth in the donor base, completion of three successful capital campaigns, and a participation increase of 71%
  • Developed and managed the Center’s first exhibitions of national note
  • Secured the gift of a 39-piece Vernacular Art collection and prepare it for loan
  • Established the endowment fund for Collections
  • Established the Fine Art Trip touring program
  • Established effective use of integrated museum database solution
  • Increased grant income 300% over five years
  • Implemented the first Annual Fund campaign in 2005, which has grown to support 17% of annual operations today
  • Established and expanded education and outreach programming
  • Increased membership by 20%, added the Director’s Circle, Artists Guild, and ROAM membership programs
  • Created the GAC Internship Program with FSU, FAMU, and TCC
  • Quincy Main Street Chair, 2008-2011
  • Leadership Tallahassee panelist 2010, 2012

Curator of Education, Vero Beach Museum of Art
Directed Education Department for art museum with 3.3M annual operating budget, Education Department budget of $500,000, five Education staff members and 40 programs. Interim Deputy Director, 2004.
Additional Professional Positions
  • Development Officer, Tallahassee Senior Center Foundation,
  • 2007 Executive Director, LeMoyne, 2007
  • High School Art Teacher, 1992-1998


  • M.A., Art Education, University of Kentucky, Lexington, Kentucky    
  • B.F.A., Graphic Design/Illustration and Arts Management, Miami University
  • Certification: Computer Graphics, Corcoran School of Art, Washington, D.C.
Former CEOs
Ms. Tricia Collins Jan 2007 - May 2008
Ms. Zoe Golloway Jan 1994 - Feb 2005
Senior Staff
Title Curator
Curator of Exhibitions, Gadsden Arts Center 2008-2012; former Curator of Exhibitions at LeMoyne Center for the Visual Arts, 2007-2008, and Education Coordinator, Gadsden Arts Center, 2006-2007.
Education: BA, Art History, Florida State University; MA, Arts Management, Florida State University
Full Time Staff 3
Part Time Staff 2
Volunteers 100
Contractors 5
Retention Rate 100%
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
NonManagement Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
CEO Comments The Gadsden Arts Center is managed in keeping with the American Association of Museums Best Practices. Gadsden Arts has two experienced professional full-time staff who have been with the organization for five years each, collectively, along with three part-time positions, contract labor, and over 100 volunteers. The Gadsden Arts Center's challenge moving forward is to add layers of staff to create a structure that preserves institutional knowledge, and develops incoming staff members to protect the organization against future staffing changes, which are inevitable. The Feasibility Study for the Campaign for the Future recognized this issue. Campaign funds are already in play, having created two of the three part-time positions (Education Assistant and Curatorial Assistant), adding that layer of institutional knowledge for the long-term welfare of the organization itself.
Plans & Policies
Organization has a Fundraising Plan? Yes
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted Aug 2014
Management Succession Plan? Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
The Gadsden Arts Center forms numerous community partnerships in order to most effectively serve target audiences while extending and conserving resources. Partnerships include:

-Gadsden County Public Schools,
-R.F. Munroe Day School,
-Tallavana Christian School,
-Florida State University,
-Tallahassee Community College,
-TCC Foundation,
-Legacy School for the Performing Arts,
-The Shade Tree Project,
-Tallahassee Watercolor Society,
-The Artists Guild of North Florida,
-The Shade Tree Ministry,
-First Presbyterian Church Terrific Tuesday and 456 Programs.
Fiscal Year
Fiscal Year Start Jan 01 2014
Fiscal Year End Dec 31 2014
Projected Revenue $300,458.00
Projected Expenses $290,256.00
Endowment Value $750,000.00
Spending Policy Percentage
Percentage (if selected) 2.5%
Form 990s
IRS Letter of Dtermination
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
Government Contributions$29,371$11,359$32,260
Individual Contributions$294,359$343,860$99,199
Investment Income, Net of Losses$74,136$32,590$11,609
Membership Dues$26,548$25,089$26,610
Special Events$2,197$27,350$329,759
Revenue In-Kind$197,361--$1,200
Expense Allocation
Fiscal Year201320122011
Program Expense$304,157$205,296$237,963
Administration Expense$108,629$140,132$63,457
Fundraising Expense$10,492$11,669$15,862
Payments to Affiliates------
Total Revenue/Total Expenses1.121.631.66
Program Expense/Total Expenses72%57%75%
Fundraising Expense/Contributed Revenue3%3%3%
Assets and Liabilities
Fiscal Year201320122011
Total Assets$2,423,247$2,326,966$2,109,955
Current Assets$867,597$616,891$763,302
Long-Term Liabilities$0$0$0
Current Liabilities$35,261$18,326$41,322
Total Net Assets$2,387,986$2,308,640$2,068,633
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities24.6133.6618.47
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets0%0%0%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Organization Comments
The Gadsden Arts Center is a financially sound organization. Gadsden Arts was proactive in making budget cuts as the world entered recession in 2008-2009, and in spite of cuts, has grown in physical plant, programs and services, and resources to date. Gadsden Arts has grown from $1.4M to $2.3M in assets, with zero long-term liabilities and a physical plant in excellent condition.
The Gadsden Arts Endowment Trust, Inc. is a permanently restricted fund with a conservative spending policy. Half of annual income is invested in Gadsden Arts Center programs while the other half of income is reinvested for additional fund growth. The endowment is managed by a separate Board of Directors, providing a healthy check and balance system for fund oversight, and sustaining the Gadsden Arts Center's Board of Directors' role as fundraisers.
Gadsden Arts is also currently wrapping up the Campaign for the Future II, a Major Gifts Campaign to raise funds for sustained exhibitions of importance, long-term education program growth, and endowment. The campaign began in June 2011 with a goal of $500,000, which was surpassed during its "quiet phase". The campaign goal was extended to $600,000 to allow broader public phase participation. To date, the campaign has amassed $581,000. Final individual contacts, along with community and civic group solicitations, will complete the campaign.
Careful stewardship by staff and qualified community volunteers, along with conservative growth guided by thoughtful strategic planning ensures continued fiscal health for the Gadsden Arts Center. 
Foundation Comments
  • Financial figures were taken from the 990's.
  • Contributions from foundations and corporations are included with total for individuals as they are not separated in a 990.
  • Top 3 funding sources are not reflected above as they are not indicated in a 990.
  • Has an Endowment at the Community Foundation.
Additional Documents
State Charitable Solicitations Permit
Nonprofit Gadsden Arts, Inc.
Address 13 N Madison St
Quincy, FL 32351
Primary Phone 850 875 4866
Donate to Endowment Fund at Community Foundation
Contact Email
CEO/Executive Director Ms. Grace Briggs Robinson
Board Chair Mrs. Dawn McMillan
Board Chair Company Affiliation Community Volunteer
Year of Incorporation 1994