Operating Support
ACHF Arts Access
1. Expand infrastructure to match growth in programs. 2. Expand staff capacity. Use financial analysis, audience statistics, feedback from public school and college instructors, and visitor input.
1. Completed climate-controlled art storage facility. We inherited 1,500 works from the founding director's personal collection, adding to the 3,500 works in the permanent collection. This created new challenges, albeit surmountable ones, for the storage area. We hired a new part-time staff person to help manage collections and facilities. 2. The staff has received more training and hands-on management since the hire of a new director, in January 2012, with more than twenty-five years of non-profit/arts management experience. Since the director came on board, we have done more thorough financial and statistical analyses of the organization and audience analysis. We have and will continue to develop tracking and evaluation methods that allow us to pinpoint our audience more accurately, so as to identify where we should concentrate outreach efforts. The organization's ability to more fully evaluate outcomes for FY 2012 was impacted by having a part-time interim director for half the fiscal year (following the unexpected death of the founding director).
Other, local or private