Operating Support Grant
Operating Support Grant
Funds will support general operations, with increased program capacity and community reach.
Tara Makinen: executive director of Itasca Orchestra and Strings, musician; Moira Villiard: visual artist, cultural programming coordinator at American Indian Community Housing Organization; Amber Burns: choreographer, dancer, actor, middle school art teacher; Margaret Holmes: visual artist, poet, and former Children’s Theatre employee; Tammy Mattonen: visual artists, co-founder of Crescendo Youth Orchestra; Kayla Aubid: Native American craft artist, writer, employee at MacRostie Art Center; Ariana Daniel: mixed media artist, arts instructor; Kathy Neff: musician, Director, Fine Arts Academy at the University of Minnesota Duluth; Ron Piercy: jeweler, gallery owner; Emily Swanson: arts administrator at Oldenburg Arts and Cultural Community; Christina Nohre: writer and arts advocate.
Tara Makinen: executive director of Itasca Orchestra and Strings, musician; Margaret Holmes: visual artist, poet, and former Children’s Theatre employee; Kayla Aubid: Native American craft artist, writer, employee at MacRostie Art Center; Ariana Daniel: mixed media artist, arts instructor; Kathy Neff: musician, director, Fine Arts Academy at the University of Minnesota Duluth; Ron Piercy: jeweler, gallery owner.
ACHF Arts Access ACHF Arts Education ACHF Cultural Heritage
Tofte Lake Center requests Operating Support from Arrowhead Regional Arts Council to help our organization increase its fundraising capacity and operational sustainability, including greater outreach to and access for diverse artists. A primary goal of the proposed project is to work with development consultant Louise McKay to create a strategic fundraising and related communications plan for the short and long terms. A primary outcome of the project will be said plan, complete with fundraising targets and detailed strategies to achieve them. This will include analyses of historic income sources, potentials for future growth, and our identified core constituencies. We will determine dollar goals for artist residency subsidies and for the director’s and staff salaries, with annual benchmarks. We will also create a value proposition/case statement, outline our three-year vision and trajectory, and then finalize the new plan and begin implementation action steps. A primary measure of success for the project will be the creation of a detailed fundraising and related communications plan that includes specific dollar goals based on the completed analyses of core constituencies and historic/potential income sources. While those analyses would be conducted as part of the grant activities, we estimate $7,000-$10,000 in new revenues to support artist subsidies in 2019, towards building the needed $32,600 in additional annual revenue to fully fund the director’s annual salary. We will monitor growth in the number and type of donors, total contributions, and average individual gift amount. We will also track new and returning donors in each year of the grant, in part to determine success in generating new and recurring support. Lastly, we will track our progress towards achieving the long-term goals for artist subsidies, diverse artist engagement, and funding the director’s position, to realize the artistic vision of Tofte Lake Center and establish a more durable organization.
We have worked to finalize a fundraising case statement to share with prospective donors and to incorporate into ongoing donor cultivation efforts. We have determined fundraising targets, including goals for major donor fundraising, and strategies for growing our major donor list. We have plans for addressing retention and increasing support by migrating current donors to higher levels. We have pursued opportunities for additional grants to help diversify our revenue. We have piloted a few fully subsidized artist residencies, and have plans to offer some childcare support for parent artists. Measures of success included: increased contributed income; continued diversified programming; advances in engaging board and Ely stakeholders in developing organizational visibility and local engagement; and evidence of expanded relationships with our constituencies, especially major donors. By year-end, we completed a comprehensive and manageable fundraising plan with targets and budget impact expectations.
Other,local or private