Operating Support
Operating Support
To enrich our community by drawing people of diverse backgrounds close to the power, passion, and virtuosity of the flamenco dance and music tradition, and by expanding on that tradition, to create an innovative art form that explores the issues of contemporary life.
Peggy Burnet: entrepreneur, art collector, and community volunteer; Uri Camarena: director of business consulting with Metroplitan Economic Development Association (MEDA); Michael Charron: arts educator and an arts and civic leader; Richard Cohen: attorney in private practice and a former state legislator; Sean Dowse: arts advocate, arts practitioner, and civic leader; Anthony Gardner, vice president, marketing and communications at CentraCare; Philip McKenzie: team lead with Boutique Air, founder and owner of Bluedoor 74, adjunct college faculty; Mary McReynolds-Pellinen: executive director, Lyric Center for the Arts; Dobson West: retired attorney; Christina Widdess: nonprofit consultant; former managing director, Penumbra Theatre
Peggy Burnet: entrepreneur, art collector, and community volunteer; Uri Camarena: director of business consulting with Metroplitan Economic Development Association (MEDA); Michael Charron: arts educator and an arts and civic leader; Richard Cohen: attorney in private practice and a former state legislator; Sean Dowse: arts advocate, arts practitioner, and civic leader; Anthony Gardner, vice president, marketing and communications at CentraCare; Philip McKenzie: team lead with Boutique Air, founder and owner of Bluedoor 74, adjunct college faculty; Mary McReynolds-Pellinen: executive director, Lyric Center for the Arts; Dobson West: retired attorney; Christina Widdess: nonprofit consultant; former managing director, Penumbra Theatre
ACHF Arts Access
Diversity and Inclusion. Increase the access of Minnesotans of different ages, abilities and backgrounds to Zorongo flamenco classes and performances. Diversity and Inclusion. Surveys analyzed by venue size, demographics, price point, etc.; focus groups; sites, sponsor and number of community-based performances, classes, free events; Board makeup. 2: Succession. Continue implementing strategic plan to identify, hire and train a flamenco artist to assist and succeed founder/Artistic Director. Succession. Achieving each of the stages identified for this goal in Zorongo?s FY2021-24 Strategic Plan; analysis of progress at Board meetings and annual retreat; course correction when needed.
Increased the access of Minnesotans of different ages, abilities and backgrounds to Zorongo flamenco classes and performances. Surveys analyzed (quantitative and qualitative); interviews (in-person and email); the number of community-based performances, classes, and free events; Board makeup. 2: Updating strategic plan to identify, hire and train a successor for founder/Artistic Director and Executive Director. Reviewed current FY21-24 plan and started planning process for FY24-27 strategic and succession plan; Completed Director interviews to determine strategic direction and analysis of duties for each role; Presented findings to the entire Board.
Other, local or private