Operating Support
ACHF Arts Access
Provide high quality, affordable, and stimulating co-working spaces to change-making artists, individuals, and organizations in our community, while building a leadership institute that travels throughout greater Minnesota. The intended outcome is that by June 2013, 90% of permanent spaces in the ArtsHub will be filled at any given time supporting approximately 30 independent artists and 10 small arts organizations. An additional 25 Minnesota-based artists and community leaders will be trained through the institute. For our leadership program we work with a professional evaluator who develops the evaluation plan and uses a combination of interviews, surveys and case studies to measure the quality of the experience for our fellows. We evaluate the number of fellows served through our own internal processes. ArtsHub membership is measured by enrollment and application process reports provided monthly to the Executive Director and the board finance committee. Both the strategic plan and the operational plan are also reviewed on a quarterly basis by staff and board committees and progress is presented back to the board and staff on bi-monthly basis, with additions or course corrections made as necessary. 2: Support the creation, presentation, and engagement with art that encourages participation with the community that fosters dialogue, civic engagement and serves as a catalyst for community change. The intended outcome is to increase participation by audiences by 10% and maintain the number of weeks we present Catalyst Series events, in addition to engaging new audiences through our Minnesota artist-in-residence program. We set annual goals for presenting weeks and audience attendance for the Catalyst Series and we evaluate progress made toward goals by preparing an attendance report following each presentation and compiling those reports on a quarterly basis into an organization-wide report that is presented by the Executive Director to the board of directors. Those quarterly reports are compiled into an annual, year end report and presented to the board and back to the community in a public annual report each year.
In fiscal year 2013, we trained 25 fellows through our Twin Cities Creative Community Leadership Institute, launched our Creative Community Leadership Institute alumni program serving over 150 alumni in Minnesota and North Dakota and are on track to train 50 more fellows in fiscal year 2014 including fellows in the Twin Cities and Duluth-Superior area. Our ArtsHub co-working space to date is 90% filled supporting 7 small organizations and over 30 independent artists and social entrepreneurs. 2: In fiscal year 2013, we maintained the number of weeks presented through the Catalyst Series at 16 weeks, as projected, and we increased audiences in the Catalyst Series by 10% as anticipated. We also engaged over 500 new community members through community engagement activities both in our building and in the community in partnership with our artist in residence, Robert Farid Karimi.
Other
local or private