Community Arts Support

In the past year Visual Arts Minnesota has increased operational capacity in organizational procedures, accounting practices, and programmatic innovation. In 2015 Visual Arts Minnesota began implementing in-house accounting practices. Integrating non-profit financial compliance with administrative and program practices enables Visual Arts Minnesota to create reasonable budgetary expectations and increases our ability to set progressive financial goals. Our financial reports are more relevant to our board of directors and are catalogued in a variety of ways - technological and material. Our organizational tools include Quickbooks, Excel spreadsheets and paper filing system, all standard platforms used to comply with federal and state reporting requirements. The board of directors has access to a growing catalogue of documents with which to reflect on and be more engaged in the monthly operations of the organization. After a strategic planning session with a consultant we've developed a set of more focused identity documents. We've rewritten our mission and vision statements, our bylaws (having identified obsolete and outdated practices, replaced them with relevant roles and practices designed to increase the board of director’s commitment and engagement) and our articles of incorporation (yet to be filed with the Secretary of State and Internal Revenue Service). To further develop Visual Arts Minnesota's structure the board of directors has identified needs in policies and procedures. Having this set of needs identified the organization is more able to make progress in growth and accountability.